The OECD Public Management Review tells us that the key challenge for Ireland in order to move forward is for the different parts of Public Services to work cohesively together, with a more integrated approach at national and local levels. The Group in 2008 made key recommendations, which it saw as important factors in achieving this change. It recommendations included:
i. Unify government labour markets and further enhance the mobility of personnel
ii. Increase flexibility and managerial delegation, supported by strengthened staff performance management
iii. Improve HRM capacity and strategic capacity in HRM
iv. Invest in senior management, leadership capacity, and core values.
For the purpose of this assignment I am required to analyse how the public sector can achieve the recommendations/objectives of the OECD Review. I am asked to make particular reference to change initiatives that maybe required using out-lined headings.
It is important to remember that change is constant, and planned change describes the “systematic process of introducing new behaviours, structures and technologies for addressing the problems and challenges that organisations face” (IPA, 2008). Change occurs for many reasons and in the case of the Public Sector it is necessity. When implementing change it is important to remember that people may be resistant and a soft approach is necessary. Lewin (1951) introduces us to a change model which has three phases (Unfreezing, Changing and Refreezing), and is useful to follow when implementing change.
Strategic Human Resource Planning and Management: So how can the Public Sector achieve the OECD objectives using Human Resources? Human Resource Management involves all management decisions and actions that affect the relationship between the organisation and employees-its human resources” (Beer et al., 1984). A hard approach to HRM is needed by the Public Service. This approach is based on the Michigan Model and holds that employees...