Human Resources and Efficiency in Public Administration Ing. Libuše Měrtlová Mgr. Zdeňka Dostálová VŠP Jihlava.

Human Resources and Efficiency in Public Administration

Ing. Libuše MěrtlováMgr. Zdeňka Dostálová

VŠP Jihlava

Introduction

• Information and knowledge – primary source of economic growth in society of knowledge

• Crucial factor of each company‘s development: people and their ability to use other sources (material, financial)

• Service companies – higher profits and market value than traditional production companies

The Skandia Market Value Scheme

Human Capital

• OECD guideline Measuring and Reporting Intellectual Capital: intellectual capital = human capital + structural capital + social capital

• Human capital– knowledge in the minds of employees– creativity, experience, skills, abilities, motivation,

loyalty, satisfaction, willingness to learn, etc.– leaves organization when experts leave,

employees carry it home from work every day

Structural Capital

• Organizational processes, procedures, systems, databases, company culture, etc.

• Control centre and its methods, ability to learn, intellectual property rights (brands) etc.

• Classified into organizational and customer capital

Customer Capital

• Issues connected with customers• Customer databases, customer relations• Increasingly important• Precondition for company‘s survival,

competitive advantage creating, quality of outputs, and product certification

Research

• Evaluating the level of public administration• College of Polytechnics internal grant• Public administration organizations in the

Vysočina Region (2 phases – employees, clients)• 1st phase - 3 stages:– Jihlava town council– regional authority– 25 municipalities and LAUs in the region

Research

• Respondents 30 % of employees, random choice, anonymous responses

• Personal evaluation of work conditions• 60 questions in 6 topics: HR, organizational

capital, information capital, customer capital, performance measuring, innovation capital

• Answers: yes, no, other options, no answer

Table 1: Answers of organization I employees – Human Resources

Answers yes no

other options according to

question without answer

question 1 97 0 0 1question 2 88 8 0 2question 3 0 38 58 2question 4 93 3 0 2question 5 96 0 0 2question 6 70 13 0 15question 7 67 8 0 23question 8 66 18 0 14question 9 63 20 0 15question 10 48 38 12 0

Graph 1: Answers of organization I employees – Human Resources

Table 2: Answers of organization I employees– Customer capital

Answers yes no

other options according to question

without answer

question 1 74 8 1 15question 2 7 69 22 0question 3 18 68 0 12question 4 88 1 0 9question 5 12 76 0 10question 6 10 59 0 29question 7 19 58 0 21question 8 89 2 0 7question 9 72 11 3 12question 10 68 17 0 13

Graph 2: Answers of organization I employees – Customer capital

Table 3: Answers of organization I employees – Organizational capital

Answers yes no

other options according to question

without answer

question 1 89 4 0 5question 2 23 58 11 6question 3 76 3 17 2question 4 7 89 1 1question 5 17 77 0 4question 6 2 4 81 11question 7 71 14 0 13question 8 74 13 0 11question 9 84 13 0 1question 10 66 18 0 14

Graph 3: Answers of organization I employees – Organizational capital

Table 4: Answers of organization I employees – Innovation capital

Answers yes no

Other optionsaccording to

questionWithout answer

question 1 66 19 0 13question 2 15 43 28 12question 3 15 68 0 15question 4 1 76 0 21question 5 9 64 3 22question 6 6 54 0 38question 7 23 61 0 14question 8 16 65 0 17question 9 6 20 39 33question 10 51 25 0 22

Graph 4: Answers of organization I employees – Innovation capital

Human Capital

• Reserves: – communication and sharing the organization’s

values– system of assessing work performance– consequently work performance management.

Customer Capital

• Reserves:– higher interest in the clients – holding marketing events of the organization (are

they suitable in public administration?)– introducing regular satisfaction surveys of clients

leaving the office – surveys of needs of the incoming clients

Organizational capital

• Positive evaluation – company’s possibility to conform to the changing

conditions– possibility of building work teams – prevailing democratic style of management

• Reserves– increasing personal responsibility in implementing work

tasks– reduction of levels in the organizational chart – improving the communication of the organization’s

strategy, vision, and mission to its employees

Innovation capital

• Reserves:– low possibility of personal influencing innovation

implementation – insufficient evaluation of innovation changes

efficiency– no feedback – insufficient motivation of employees to suggest

new methods of work

Thank you for your attention

Ing. Libuše Měrtlová, VŠP Jihlava, [email protected], +420723313956Mgr. Zdeňka Dostálová, VŠP Jihlava, [email protected], +420567141111