Edited by Ronald J. Burke, Andrew J. Noblet and Cary L. Cooper
Chapter 3: Human resource management in the public sector in developing countries
In this chapter, we consider aspects of the nature of human resource management (HRM) specifically in the public sector of developing countries. In relatively recent years, writings in the field of HRM have adopted a more international perspective in recognition of, for example, emerging global economic trends and the increasingly influential nature of multinational companies (MNCs) and agencies such as international nongovernmental organizations (INGOs) (Almond, 2011; Jackson, 2009). Yet this international focus has tended to be fixed upon Western industrialized societies, as Budhwar and Debrah (2005: 259) succinctly state: in relative terms, ‘. . . very little work on HRM research in developing countries has been done’. The relative lack of research on HRM in the public sector in developing countries is even more apparent. In introducing this chapter, it is highlighted that, at the level of functionality, key HRM-related tasks in developing countries are likely to mirror the functional tasks undertaken by HRM professionals operating in developed countries (Punnett, 2012).
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