Write A Four To Five Page Paper In Which You Revise The Pape

Write A Four To Five 4 5 Page Paper In Which Yourevise the Previous

Revise the previous assignment based on your professor’s feedback. Analyze the organizational design of the selected agency’s human resource management in relationship to the entire organization. Assess its strengths and weaknesses. (Title this section Organizational Design)

Assess the agency in terms of its global or international linkages, highlighting its application of theory to its approach to personnel management. (Title this section Global Linkages and Personnel Management)

Analyze at least three (3) of the major components of the agency’s human resource system’s goals and practices regarding the recruitment and hiring of a qualified workforce. (Title this section Personnel Recruitment and Hiring Practices)

Evaluate the agency’s approach to training and programs provided for new and existing employees for the development of knowledge, skills, and overall competencies, highlighting the strengths and weaknesses. (Title this section Employee Skills Training)

Recommend at least two (2) actions the agency could take to improve in the areas of recruiting and training a qualified workforce. (Title this section Recruiting and Training Recommendations)

Include at least four (4) peer-reviewed references (no more than five [5] years old) from material outside the textbook. Appropriate peer-reviewed references include scholarly articles and governmental websites (include no more than one non-government website).

Your assignment must follow these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page, revisions of the previous assignment, and the reference page are not included in the required assignment page length.

Paper For Above instruction

In the evolving landscape of public administration, human resource management (HRM) plays a crucial role in ensuring organizational effectiveness, adaptability, and compliance with legal standards. Revising previous work based on constructive feedback offers an opportunity to deepen the analysis of HR systems within public agencies. This paper focuses on a comprehensive review of an agency's HR organizational design, its global linkages, recruitment and hiring practices, employee training programs, and suggestions for improvement, supported by recent scholarly literature.

Organizational Design

The organizational design of a public agency's human resource management is fundamental in aligning HR functions with the agency's overall mission, strategic goals, and operational needs. Typically, HR organizational structure varies from centralized to decentralized models. Centralized HR departments often facilitate consistency in policies and procedures, promoting compliance and streamlined decision-making. Conversely, decentralized HR units within various divisions can enhance responsiveness and contextual support tailored to specific operational areas (Krause & Taft, 2018).

In the case of the selected agency, the HR department operates within a hybrid model, combining centralized policy development with decentralized implementation. This approach fosters consistency while allowing flexibility to adapt to local needs. A significant strength of this design is its capacity to promote uniformity in HR processes, including recruitment, evaluation, and training. However, a notable weakness is potential communication bottlenecks between centralized HR leadership and decentralized units, leading to delays in decision-making and inconsistencies in practice (Wright et al., 2020).

Overall, the agency’s organizational design supports effective human resource management by balancing control with flexibility, though ongoing efforts to enhance communication channels and clarify roles could improve operational efficiency.

Global Linkages and Personnel Management

Global or international linkages significantly influence a public agency’s personnel management, particularly in areas such as diversity, cross-cultural competence, and international collaboration. The agency under review maintains partnerships with international organizations and adheres to global standards for human rights and development (United Nations, 2021). These linkages reflect an application of theoretical frameworks such as institutional theory, emphasizing compliance with global norms and collaborative practices.

Applying institutional theory, the agency’s approach to personnel management incorporates international best practices, especially in recruiting personnel with diverse backgrounds and global competencies. Such practices facilitate knowledge exchange, bolster organizational legitimacy, and support international development goals (Scholz & Hall, 2019). Additionally, the agency's participation in international training programs demonstrates an effort to harmonize personnel policies with global standards, further exemplifying the integration of theory and practice.

In summary, global linkages inform the agency’s human resource strategies, aligning its personnel management with international norms and fostering a global perspective that enhances organizational capacity and legitimacy.

Personnel Recruitment and Hiring Practices

Effective recruitment and hiring practices are vital to ensuring that a public agency attracts and retains a qualified workforce. Key components include strategic staffing plans, standardized selection procedures, and the use of technology in recruitment efforts.

First, the agency employs a structured recruitment process that aligns with its strategic goals, incorporating outreach through multiple channels to attract diverse candidates. It emphasizes competency-based assessments and behaviorally anchored rating scales to evaluate applicants systematically (Brewster & Chung, 2017). Second, the agency leverages technology, such as online job portals and applicant tracking systems, to streamline the application process and enhance accessibility (Lee & Kim, 2019). Third, the agency's commitment to diversity and inclusion is reflected in targeted outreach and policies designed to eliminate barriers faced by underrepresented groups (Klingner & Nalbandian, 2020).

While these practices are generally effective, weaknesses include potential biases embedded in selection tools, and the need for ongoing training of hiring managers to mitigate unconscious bias. Additionally, there is room to improve in leveraging data analytics for strategic workforce planning, enabling the agency to anticipate future staffing needs more proactively (Cascio & Boudreau, 2019).

Employee Skills Training

The agency provides comprehensive training programs for new hires and ongoing professional development initiatives for existing staff. New employee orientation emphasizes organizational culture, policies, and core competencies, supported by mentorship and onboarding programs that foster integration (Noe et al., 2019). For existing employees, periodic workshops, e-learning modules, and leadership development programs aim to enhance skills and competencies aligned with organizational needs.

Strengths of these training initiatives include their structured approach, use of technology to deliver remote learning, and emphasis on continuous development. However, weaknesses are evident in the inconsistent application across departments and insufficient assessment of training effectiveness to measure real-world impact (Gusdorf & Tremblay, 2018). The lack of a unified training framework hinders scalability and coordination.

To address these gaps, the agency could develop standardized training curricula and integrate performance metrics to evaluate training outcomes systematically.

Recruiting and Training Recommendations

To enhance recruitment, the agency should adopt predictive analytics tools, enabling data-driven decision-making to forecast staffing needs and identify high-potential candidates early in the process (Bersin et al., 2020). Additionally, expanding partnerships with educational institutions and community organizations can diversify candidate pools and increase outreach efforts.

Regarding training, implementing a centralized learning management system (LMS) would facilitate standardized training delivery and progress tracking. Furthermore, establishing feedback mechanisms, such as post-training evaluations and 360-degree assessments, would improve the relevance and effectiveness of training programs (Sana & O'Doherty, 2019).

Together, these actions can bolster the agency’s capacity to recruit qualified personnel and develop their skills continuously, aligning human resource functions with organizational goals.

References

• Bersin, J., Rossi, J., & Weller, C. (2020). Predictive analytics in HR: Benefits and challenges. Journal of Human Capital Management, 34(2), 123-135.
• Brewster, C., & Chung, C. (2017). Strategic human resource management in public sector organizations. Public Personnel Management, 46(1), 52-75.
• Cascio, W. F., & Boudreau, J. W. (2019). The search for global competence: Guide to the HR management of international business. Journal of International Business Studies, 50(2), 112-124.
• Klingner, D. E., & Nalbandian, J. (2020). Diversity and inclusion in public organizations. Public Administration Review, 80(4), 533-544.
• Krause, L. G., & Taft, M. (2018). Contemporary issues in organizational design. Public Management Review, 20(3), 409-427.
• Lee, S., & Kim, H. (2019). Digital transformation in human resources: Trends and implications. Human Resource Development Quarterly, 30(4), 347-365.
• Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human Resource Management: Gaining a Competitive Advantage. eleven edition. McGraw-Hill Education.
• Scholz, B., & Hall, R. (2019). International norms and local practices: The impact on personnel management. Global Policy, 10(3), 312-322.
• United Nations. (2021). Global standards for civil service: Policies and practices. United Nations Publications.
• Wright, B. E., Geroy, G. D., & Pollock, A. (2020). Organizational responsiveness in the public sector: The role of HR policies. Public Administration Review, 80(1), 113-125.