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Effective strategies which have emerged are reengineering, information technology tools, and use of alternatives to in-house performance.
Series Editor's Introduction
Federal agencies continue to face unprecedented, far-reaching institutional and cultural shifts in managing human resources. Agency managers and human resource (HR) directors are concerned about their capability to make the right strategic choices in light of the National Performance Review (NPR), downsizing, budgetary changes, and other influences. The National Academy of Public Administration (NAPA) Center for Human Resources Management, during this and last year, has been working to identify the changes occurring for their application to federal agencies as they face those challenges. The work reflects much benchmarking of successful practices in public and private organizations.
We recently completed three projects resulting in reports on these efforts, which are the subjects of articles in this series for The Public Manager. The first of these, published in the last issue (Summer 1996, "Strategic HR Management," by Robin Van Mechelen) was derived from the NAPA publication A Guide for Effective Strategic Management of Human Resources. The article pointed out the need for HR programs, systems, and services to be related as closely as possible to mission accomplishment. This is especially fitting now because of the effects of organization and mission changes on the work of the agencies and their workforces.
This issue's article summarizes the report titled Improving the Efficiency and Effectiveness of Human Resource Services. It discusses the means to take the strategic direction and translate it into specific service delivery vehicles. This is accomplished through processes, structures, and technologies which are more cost effective and efficient. The premise is that there are options to the personnel office monolith which traditionally has provided all service delivery and support.