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Human Resource Management in Public Service Organizations
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Author(s): P. Selvakumar (Department of Science and Humanities, Nehru Institute of Technology, Coimbatore, India), T. C. Manjunath (Rajarajeswari College of Engineering, Bengaluru, India), Harinishree Sathyamoorthy (Dr. M.G.R. University, India), J. Lakshmi Charan (Mahindra University, India), Pamarthi Satyanarayana (Vel Tech University, India)and E. Ajitha (VEL TECH University, India)
Copyright: 2026
Pages: 26
Source title:
Digital Transformation, Leadership, and Human-Centered Public Management
Source Author(s)/Editor(s): Vassilis Kefis (Panteion University, Greece), Ioannis Rossidis (Panteion University, Greece)and Dimitrios Belias (University of Thessaly, Greece)
DOI: 10.4018/979-8-2600-0246-9.ch006
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Abstract
Human Resource Management (HRM) holds a central and transformative role in the effective functioning of public service institutions. As governments and public sector organizations grapple with increasingly complex social, economic, and political challenges, the strategic management of human capital becomes indispensable for ensuring efficient service delivery, accountability, transparency, and responsiveness to citizens' needs. HRM in public service is not merely an administrative function but a core organizational capability that shapes the quality of governance, performance outcomes, and the overall trust in public institutions. Recruitment and selection in the public service must be rigorously fair, transparent, and competency-based. HRM systems that prioritize meritocracy help to eliminate nepotism, favoritism, and corruption, thereby enhancing public trust. By ensuring that the best-qualified candidates are chosen and placed in roles that match their skills and aspirations, HRM strengthens institutional effectiveness.
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