Chapter 3 of “The New Public Personnel Administration” by Nigro & Kellough

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Chapter 3 of the book focuses on public personnel administration and its relations to organizational performance. It provides fascinating insights in strategic human resource management, which encompass a wide range of roles for several employees responsible for planning and execution processes in various institutions. The section of the book highlights the significance of personnel in government agencies. It posits integration of workforce in the public policy formulation teams. Strategic development engages in many aspects of institutional activities in assessing its present state and patterns within the external environment (Nigro & Kellough, 2014). Despite covering several areas, the competitive strategy remains a motivating topic worth deliberating.

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The topic at hand emphasizes attracting the requisite staff by outdoing other institutions in applicable labor markets. It incorporates numerous elements of performance for an organization to become modest (Nigro & Kellough, 2014). First, the establishment, which is the employer, must afford to provide attractive remuneration and benefits coupled with necessary psychological support and a safe working setting (Nigro & Kellough, 2014). Second, it is critical to uphold the agency’s prestige as the perfect place for employment. Additionally, the institution must possess internal flexibilities required to initiate apt adjustments to match the prevailing circumstances in the labor marketplace (Nigro & Kellough, 2014). The ability to harmonize the hiring processes, recruitment procedures, compensation plans as well as job policies with the existing pool of laborers is an immense advantage in enhancing competitiveness.

The capability of government institutions to attract and retain skilled employees encounters numerous obstacles. Mostly, public agencies face fiscal stress combined with low status and reputation in working in such foundations. Attitudes regarding civil service work and views on career opportunities remain substantial contributors to the low penchant in the public sector. Even if they can offer good benefits, pay, and sensibly better reputation, civic departments still have difficulties appealing for enough applicants with skills and qualities in demand (Nigro & Kellough, 2014). One of the ways to increase the match between such institution’s needs and available workforce is to amend internal task structures and deploy required technologies (Nigro & Kellough, 2014). From this perspective, human resource experts can make essential contributions to strategic arrangement competences (Nigro & Kellough, 2014). Job redesigns and structure relations among businesses can enhance an organization’s capacity to attain competitiveness.

The topic motivates since public personnel structures still have the room to adjust from their legalistic stringency in role design and proclivity to presume that job markets shall respond readily to recruitment needs. Therefore, no reason should make public agencies remain rigid in the wake of stiff competition in the increasingly changing work environment (Nigro & Kellough, 2014). Passive styles, which fail to evaluate administrations’ requirements and the anticipated market circumstances leave staff to flounder in a productivity-frightening situations.

To summarize, employee planning is an indispensable and vital aspect of the organizational strategy. The above element directly influences the institutional output, where success comes following robust and effective tactics while failure results from ineffective policies. An efficient arrangement should comprehensively integrate elements of access, predict, forecast, design, and execute the methodologies aligned with the goals for a coherent and mutual environment. A loophole from these aspects could results in instability and imbalance. It calls for the human resource department to serve as the strategic partner in establishing harmonious long-term and short-term goals and visions to match the institution’s needs. Organizations must perform to attract the best talents around.

Reference

Nigro, L., & Kellough, J. (2014). The new public personnel administration (7th ed.). Wadsworth Cengage Learning.

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DemoEssays. (2022, September 13). Chapter 3 of “The New Public Personnel Administration” by Nigro & Kellough. Retrieved from https://demoessays.com/chapter-3-of-the-new-public-personnel-administration-by-nigro-and-amp-kellough/

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DemoEssays. (2022, September 13). Chapter 3 of “The New Public Personnel Administration” by Nigro & Kellough. https://demoessays.com/chapter-3-of-the-new-public-personnel-administration-by-nigro-and-amp-kellough/

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"Chapter 3 of “The New Public Personnel Administration” by Nigro & Kellough." DemoEssays, 13 Sept. 2022, demoessays.com/chapter-3-of-the-new-public-personnel-administration-by-nigro-and-amp-kellough/.

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DemoEssays. (2022) 'Chapter 3 of “The New Public Personnel Administration” by Nigro & Kellough'. 13 September.

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DemoEssays. 2022. "Chapter 3 of “The New Public Personnel Administration” by Nigro & Kellough." September 13, 2022. https://demoessays.com/chapter-3-of-the-new-public-personnel-administration-by-nigro-and-amp-kellough/.

1. DemoEssays. "Chapter 3 of “The New Public Personnel Administration” by Nigro & Kellough." September 13, 2022. https://demoessays.com/chapter-3-of-the-new-public-personnel-administration-by-nigro-and-amp-kellough/.


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DemoEssays. "Chapter 3 of “The New Public Personnel Administration” by Nigro & Kellough." September 13, 2022. https://demoessays.com/chapter-3-of-the-new-public-personnel-administration-by-nigro-and-amp-kellough/.