Indicators and Components of Human Resource Management with a Public Management Approach

Authors

https://doi.org/10.48314/apem.v2i2.34

Abstract

Human Resource Management (HRM) with a public management approach emphasizes improving and promoting Human Resources (HRs) in government structures. The purpose of this research is to examine and identify the characteristics of HRM from the perspective of different branches of management. The method was a case study and related to domestic and foreign research. This research used documents in this research based on review studies and a comparison of the three perspectives of industrial, commercial and government management disciplines regarding HRM; criteria It explained the objectives, focus, methods and tools, attention to HRs, flexibility, training and development, organizational culture and the challenges of each discipline. The findings of this study showed that the most important indicators and components of HRs from the perspective of government management include: merit-based recruitment and selection, employee training and development, performance evaluation and accountability, and transparency in resource policies, organizational interactions, fairness, commitment and motivation of employees, HR planning, labor relations, and so on. The study's results also showed that if implemented correctly and with human attention to organizational requirements, HRM with a government management approach can have many positive effects on increasing efficiency and effectiveness. Finally, the changes needed to improve HR performance in the government system will be possibleby adopting a comprehensive approach and utilizing knowledge and expertise.

Keywords:

Human resource management, Public management, Human resources, Good governance

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Published

2025-05-23

Issue

Vol. 2 No. 2 (2025): Annals of Process Engineering and Management

Section

Articles

How to Cite

Indicators and Components of Human Resource Management with a Public Management Approach. (2025). Annals of Process Engineering and Management, 2(2), 112-122. https://doi.org/10.48314/apem.v2i2.34

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