¿Es útil la gestión de los recursos humanos en los ayuntamientos?

  1. Barba Aragón, María Isabel
  2. Serrano Segura, José
Zeitschrift:
Investigaciones europeas de dirección y economía de la empresa

ISSN: 1135-2523

Datum der Publikation: 2015

Ausgabe: 21

Nummer: 1

Seiten: 9-16

Art: Artikel

DOI: 10.1016/J.IEDEE.2013.09.004 DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Andere Publikationen in: Investigaciones europeas de dirección y economía de la empresa

Zusammenfassung

Is human resource management in local councils useful? In the current crisis, is the expenditure in this area justified? Although investment in human resources management has been widely studied at the private enterprise, research is scarce in the area of Spanish public administration. To fill this gap, this work carried out a study on a sample of 85 Spanish municipalities of more than 20,000 inhabitants. Analysis supports the idea that actually some practices of human resources have positive effect on the results of local corporations. In fact, although there are practices that are very regulated by the public service regulations you can manage more efficiently without colliding with the law in force.

Bibliographische Referenzen

  • Androniceanu A. Civil servants career development in the Romanian central public administration. Administration and Public Management 2012, 19:43-52.
  • Aoki N. Determinants of Japanese local governments' decisions concerning performance-based reward systems for teachers. International Journal of Public Administration 2012, 35(11):703-716.
  • Aragón A., Barba M.I., Sanz R. Effects of training on business results. The International Journal of Human Resource Management 2003, 14:956-980.
  • Barney J.B. Firm resources and sustained competitive advantage. Journal of Management 1991, 17:99-120.
  • Batt R. Managing customer services: Human resource practices, quit rates, and sales growth. Academy of Management Journal 2002, 39:779-801.
  • Birdi K., Clegg C., Patterson M., Robinson A., Stride C.B., Wall T.D., et al. The impact of human resource and operational management practices on company productivity: A longitudinal study. Personnel Psychology 2008, 61:467-501.
  • Bobko P., Roth P.L., Buster M.A. A systematic approach for assessing the currency (up-to-dateness) of job-analytic information. Public Personnel Management 2008, 37:261-277.
  • Brudney J.L., Fernandez S., Ryu J.E., Wright D.S. Exploring and explaining contracting out: Patterns among the American States. Journal of Public Administration Research and Theory 2005, 15(3):393-419.
  • Camps J., Luna-Arocas R. A matter of learning: How human resources affect organizational performance. British Journal of Management 2012, 23:1-21.
  • Cantarello S., Filippini R., Nosella A. Linking human resource management practices and customer satisfaction on product quality. The International Journal of Human Resource Management 2012, 10.1080/09585192.2012.665064.
  • Caruth D.L., Humphreys J.H. Perfomance appraisal: Essential characteristics for strategic control. Measuring Business Excellence 2008, 12:24-32.
  • Chen C., Huang J. Strategic human resource practices and innovation performance-The mediating role knowledge management capacity. Journal of Business Research 2009, 62:104-114.
  • Chiu R.K., Luk V.W.N., Tang T.L. Retaining and motivating employees: Compensation preferences in Hong Kong and China. Personnel Review 2002, 31:402-431.
  • Coccia M., Rolfo S. Human resource management and organizational behavior of public research institutions. International Journal of Public Administration 2013, 36(4):256-268.
  • Coggburn J.D., Hays S.W. Innovations in local government human resource systems: Observations from several best practice locations. Public Administration Quarterly 2003, 23:433-455.
  • Collins C.J., Clark K.D. Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal 2003, 46:740-751.
  • Cortés J.V., Jiménez J. La carrera profesional en el Estatuto Básico del Empleado Público. El Consultor de los Ayuntamientos y de los Juzgados 2009, 13:1891.
  • De la Calle M.C., Ortiz de Urbina M. Fundamentos de recursos humanos 2004, Prentice Hall, Madrid.
  • De Lancer Julnes P., Holzer M. Promoting the utilization of performance measures in public organisations: An empirical study of factor affecting adoption and implementation. Public Administration Review 2003, 61:693-708.
  • Delaney J., Huselid M. The impact of human resources management practices on perceptions of organizational performance. Academy of Management Journal 1996, 39:949-969.
  • Dolan S.L., Valle R., Jackson S.E., Schuler R.S. La gestión de los recursos humanos 2007, McGraw-Hill, Madrid.
  • Fabling R., Grimes A. HR practices and New Zealand firm performance: What matters and who does it?. The International Journal of Human Resource Management 2010, 21:488-508.
  • Fernández Y., Fernández J.M., Rodríguez A. Modernización de la gestión pública. Necesidad, incidencias, límites y críticas. Pecvnia 2008, 6:75-105.
  • Gabris G.T., Grenell K.D., Kaatz J. Reinventing local government human services management: A conceptual analysis. Public Administration Quarterly 1998, 22:74-96.
  • García M.I. La nueva gestión pública: evolución y tendencias. Presupuesto y Gasto Público 2007, 47:37-64.
  • Gillemot D., Jeannot G. French public management reform: an evaluation. International Journal of Public Sector Management 2013, 26(4):283-297.
  • Gómez-Mejía L.R., Balkin D.B., Cardy R.L. Gestión de recursos humanos 2008, Prentice-Hall, Madrid.
  • Gonzalo J., Cortés J.V. Modernización y cambio en la gestión de los recursos humanos en la administración local. Capital Humano 2004, 176:58-66.
  • Green D.D., Roberts G.E. Personnel implications of public sector virtual organizations. Public Personnel Management 2010, 39:47-57.
  • Hair J.F., Anderson R.E., Tatham R.L., Black W.C. Análisis multivariante 2001, Prentice-Hall, Madrid.
  • Henderson R.L. Compensation management in a knowledge-based world 2003, Prentice-Hall, New Jersey.
  • Hildebrand R., McDavid J.C. Joining public accountability and performance management: A case study of Lethbridge, Alberta. Canadian Public Administration 2011, 54(1):41-72.
  • Hur Y. Turnover voluntary turnover, and organizational performance: Evidence from municipal police departments. Public Administration Quarterly 2013, 37(1):3-35.
  • Huselid M.A., Jackson S.E., Schuler R.S. Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal 1997, 40:171-188.
  • Ichniowski C., Shaw K. The effects of human resource management systems on economic performance: An international comparison of U.S. and Japanese plants. Management Science 1999, 45:704-721.
  • Jin M. Public service motivation: A cross-country study. International Journal of Public Administration 2013, 36(5):331-343.
  • Kim S. Factors affecting state government information technology employee turnover intentions. American Review of Public Administration 2005, 35:137-156.
  • Kim A., Lee C. How does HRM enhance strategic capabilities? Evidence from the Korean management consulting industry. The International Journal of Human Resource Management 2012, 23:126-146.
  • Kim J., Wiggins M.E. Family-friendly human resource policy: Is it still working in the public sector?. Public Administration Review 2011, 71(5):728-743.
  • Lee F., Lee T., Wu W. The relationship between human resource management practices, business strategy and firm performance: Evidence from steel industry in Taiwan. The International Journal of Human Resource Management 2010, 21:1351-1372.
  • Lee S., Whitford A.B. Assessing the effects of organizational resources on public agency performance: Evidence from the US federal government. Journal of Public Administration Research and Theory 2013, 23(3):687-702.
  • Longo F. Reforma del empleo público: tótem o tabú. Gestión y Análisis de Políticas públicas 1995, 2:123-130.
  • Longo F. Mérito y flexibilidad, la gestión de las personas en las organizaciones del sector público 2004, Paidos Empresa, Barcelona.
  • López-Cabrales A., Pérez-Luño A., Valle-Cabrera R. Knowledge as a mediator between HRM practices and innovative activity. Human Resource Management 2009, 48:485-503.
  • Lu J. How political are government contracting decisions? An examination of human service contracting determinants. Public Administration Quarterly 2013, 37(2):182-207.
  • Mani B.G. Performance appraisal systems, productivity, and motivation: A case study. Public Personnel Management 2002, 31:141-159.
  • Mastracci S.H. Evaluating HR management strategies for recruiting and retaining IT professionals in the U.S. federal government. Public Personnel Management 2009, 38:19-34.
  • Muñoz Castellanos R.M., Salinero Martín M.Y. Training as a source of competitive advantage: Performance impact and the role of firm strategy, the Spanish case. The International Journal of Human Resource Management 2011, 22:574-594.
  • Pina V., Torres L., Yetano A. The implementation of strategic management in local governments. An international Delphi study. Public Administration Quarterly 2011, 35(4):551-590.
  • Pollitt C. Convergence: The useful myth?. Public Administration 2002, 79(4):933-947.
  • Reilly T., Schoener S., Bolin A. Public sector compensation in local governments: An analysis. Review of Public Personnel Administration 2007, 27(1):39-58.
  • Rohitarachoon P., Hossain F. Decentralized recruitment and selection in Thailand: Friend or foe to local public administration?. International Journal of Public Administration 2012, 35(8):553-567.
  • Rolle C., Klingner D. Performance appraisal systems as a strategic human resource management tool in the Bahamian public service. International Journal of Public Administration 2012, 35(5):303-318.
  • Rusaw C. Professionalism under the performance-based pay reform: A critical assessment and alternative development model. Public Personnel Management 2009, 8:35-54.
  • Sáenz M.T. El sistema de gestión por competencias del ayuntamiento de Manlleu: una alternativa de evaluación para el desempeño excelente. Capital Humano 2004, 176:98-104.
  • Sanger M.B. From measurement to management: Breaking through the barriers to state and local performance. Public Administration Review 2008, 68:70-85.
  • Sharabi M. Performance or politics: promotions in the Israeli public sector. Public Administration Research 2012, 1(1):113-120.
  • Si S., Li Y. Human resource management practices on exit, voice, loyalty, and neglect: Organizational commitment as a mediator. The International Journal of Human Resource Management 2012, 23:1705-1716.
  • Sole F., Schiuma G. Using performance measures in public organisations challenges of Italian public administration. Measuring Business Excellence 2010, 14:70-84.
  • Udechukwu I., Manyak T. Job applicants' perceptions of resumes versus employment application forms in the recruitment process in a public organization. Public Personnel Management 2009, 38:79-96.
  • Ufuk K. Performance management for public personnel: A multy-analysis approach toward personnel. Public Personnel Management 2007, 36:93-113.
  • Verheijen T. Aims, structure and methodology of the study. Innovations in public management. Perspectives from East and West Europe 1998, Edward Elgar Publishing Limited, Cheltenham, UK. T. Verheijen, D. Coombes (Eds.).
  • Villoria M., del Pino E. Dirección y gestión de recursos humanos en las administraciones públicas 2009, Tecnos, Madrid.
  • Waterhouse J., Keast R. Strategizing public sector human resource management: the implications of working in networks. International Journal of Public Administration 2012, 35(8):562-576.
  • Yang Y., Wu J. Are the bigger fish caught? China's experience of engaging citizens in performance measurement system. Public Administration Quarterly 2013, 37(2):144-181.