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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
