The presentation gives brief introduction to key concepts and issues, basic HR function such HR planning, recruitment and selection, training and development and Performance appraisal and evaluation.

1. Human Resource Management
Chart Collection for the Course PM-M3
condensed version for the Coaching Exercises in New Delhi
Prof Dr. Christoph Reichard
Prof. Dr. John Siegel
Prof. Dr. Dieter Wagner
BPA-Program
PCPM Project Strengthening Public Administration Education
in Afghanistan
2014

2. Content
1. Key terms, concepts and functions of HRM
2. Personnel in the public sector
3. The public personnel system of Afghanistan
4. Concepts and tools of manpower planning, selection and
recruitment of staff, job placement
5. Qualification of personnel
6. HR development, staff promotion
7. Motivation and leadership
8. Performance appraisal and compensation
9. Integrity management, ethical issues, codes of conduct, anti-
corruption measures
10. Personnel administration, organisation and integration of the
HRM-function
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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3. Course Objectives
• Knowing the relevant functions of HRM
• Explaining specifics of public personnel
• Describing particularities of HRM in Afghan government/PA
• Knowing and applying some basic tools of public HRM
• Understanding the relevance and concepts of leadership and
motivation
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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4. Basic literature
Daly, John (2011): Human Resource Management in the Public Sector: Policies
and Practices. New York: M.E. Sharpe
Condrey, Strephen (Ed) (2010): Handbook of Human Resource Management in
Government. 3rd ed. San Francisco: John Wiley and Sons.
Valcik, Nicolas A., Teodoro J. Benavides (2011): Practical Human Resources
for Public Managers: A Case Study Approach. CRC-Press.
Hays, Steven, Richard C. Kearney, Jerrell D. Coggburn (2009): Public Human
Resource Management: Problems and Prospects. 5th Ed. Prentice Hall.
van Wart, Montgomery (2011): Dynamics of leadership in public service: Theory
and practice. 2nd Ed. New York: M.E. Sharpe.
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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5. 1. Key terms, concepts and
functions of HRM
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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6. Overview Chapter 1
• Key terms and definitions
• Functions of HRM
• HR activities in context
• Challenges of public HRM
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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7. Definitions
• Personnel: total of employees of an organisation
• Personnel administration: maintaining and
supporting staff from recruitment to retirement (more
technical, clerical and operative functions)
• Personnel management: planning, coordinating,
controlling the human resources
• Human resources: emphasizes the specific value of
staff as an important resource besides physical and
financial resources
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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8. Functions of human resource
management
• Manpower planning
• Selection and recruitment
• Education and training
• Job positioning, working conditions
• Performance appraisal, compensation, social benefits
• Motivation and leadership
• Personnel development and promotion
• Integrity management, anti-corruption measures
• Personnel administration (staff files, controlling)
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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9. HR Management ActivitiesGLOBAL
CULTURAL/GEOGRAPHIC
TECHNOLOGICAL
SOCIAL
Size
External Environment Internal Environment
HR Planning
• HR Planning
• HR Information
and Assessment
Systems
Equal Employment
Opportunity
• Compliance
• Diversity
Staffing
• Job Analysis
• Recruitment
• Selection
HR Development
• Training
• Career Planning
• Performance Mgmt.
Compensation and
Benefits
• Administration
• Incentives
• Benefits
Health, Safety and Security
• Health & Wellness
• Safety & Security
Labor Relations
• HR Policies
• HR Rights and Privacy
• Union/Mgmt. Relations HR
Activities
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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10. Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
Key Challenges for public HRM
Performance Assessment
and Rewards
Motivation
Strategic HRM Management
Development and
Leadership
Recruiting and
Attractiveness
Personnel and
Pension Costs
Downsizing
Flexibility
Changing Values
PM-M3: Human Resource
Management
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Key challenges
for Afghan
government?

11. 2. Personnel in the public sector
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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12. Overview Chapter 2
• Key terms civil service
• Civil service and the model of buraucracy
• Civil service system: career vs position system
• Employment trends
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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13. Public personnel: key terms
• Civil service: body of employees in any government agency; legislative,
judicial and military branches are excluded
• “Public service”= almost identical term, sometimes only for those public
employees not in the core government (or “blue collar”)
• civil servant: person employed for a government department or agency
(or more narrow: government servant with special privileges and duties)
Civil service systems are based on general principles, e.g.:
• merit: Hiring based on professional competence and ability
• (political) neutrality
• political accountability
• adherence to legal norms
• integrity, conduct, and concern for the public interest
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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14. Criteria of traditional bureaucracy
(Max Weber)
Main components Component items
1) Legal status
2) Career structure
3) Recruitment
4) Salary system
5) Tenure system
public law status
existence of career structure
career development centrally regulated
entrance from the bottom
promotions to other positions at mid-career or top-level
not possible
special recruitment requirements
recruitment centrally regulated
private sector experience not relevant
basic salary regulated by law
wage system based on seniority
wage system not based on performance
lifetime tenure (high job security)
termination rather difficult
job security differs from private sector
(Demmke 2012)
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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15. Civil service systems
A. Focus at career development:
• Career system: each civil servant starts at the bottom of
a career level after competitive entry exams and
continuously “climbs up” the career ladder
• Position system: civil servants are recruited to work in a
specific job position; career development is less or not
relevant
B. Employment status:
• Statutory employment: recruitment based on legal act
• Contractual employment
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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16. Position-based
systems
Career-based
systems
Statutory Contractual
Traditional core
functions in
government
Services and other
production functions
(Knut Rexed, 2007)
Career vs position system
and employment variants
Civil
servants
Public
Employees
In various countries: employment of “civil servants” with specific privileges (e.g.
pension, life-long tenure and specific duties (e.g. neutrality, loyalty, no right to
strike) and of “public employees” (similar to private sector conditions)

17. Public Employment Trends: Size, Structure,
Status, Working Conditions, Composition
• Composition• Status,
Working
Conditions
• Size• Structure
From unified to
fragmented,
decentralisation of
HR, different
categories of staff,
shared services,
outsourcing etc.
Leaner, smaller;
shortages in some
sectors
Diversity (feminin,
age, ethnic comp.,
disabled..)
"Hollowing out" of
status but different
categories of staff
(Demmke 2012)Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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18. 3. The public personnel system
of Afghanistan
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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Need for
improvement!!

19. Overview Chapter 3
• Total employment figures of civil service in
Afghanistan
• Career system and grades in Afghanistan
• Educational requirements of civil service careers
• ???
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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20. Public Employment in Afghanistan
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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21. Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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Public Employment in Afghanistan

22. Grade Composition
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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23. Education level of staff: PA and
private sector
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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24. Gender distribution
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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25. 4. Concepts and tools of
manpower planning, selection
and recruitment of staff, job
placement
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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26. Overview Chapter 4
• Basics of manpower planning
• Manpower planning process
• Recruitment basics
• Internal vs external recruitment
• Selection methods
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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27. Manpower planning
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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Two basic issues of manpower planning:
• Future job requirements: how many positions are needed in future?
• Future requirements because of leaving staff: how many employees are
needed to replace leaving staff, e.g. because of retirement etc?
Job
requirements
Task development Financial situation
Organisation,
ICT developments
Working time,
Working conditions
Influence factors
on future job
requirements:

28. Chart 28
HR Supply and HR Selection within
the HR Planning System
COMPARISON
NET HR Supply
Negative BalancePositive Balance
• Quality
• Quantity
• Time
• Quality
• Quantity
• Time
GROSS HR Supply NET HR Stock
(Need for) HR Release (Need for) HR Supply
externally externallyinternally
HR RecruitmentHR DevelopmentHR Layoffs
+ -
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management

29. Recruitment
• Recruitment: advertising job openings and
encouraging candidates for applying
• Recruitment  P.R. function: convincing sufficient
number of candidates to apply
• External and internal recruitment (from regular labor
market or from the government system)
• Issue of equal employment opportunities (diversity
etc)
• Danger of nepotism
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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30. Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
Attractiveness of PA-jobs
• Working in the public sector is still considered to be attractive,
especially for people seeking for job security or family-friendliness
and altruists. Furthermore, some jobs are only available in the public
sector.
• On the other hand, the public sector is not sufficiently attractive for
– ‚high potentials‘ with outstanding qualification and performance
– innovators
– candidates who expect high salaries
– people looking for flexibility.
• Consequently, there is a selection bias that supports stability but not
innovation and institutional responsiveness.
• There are (and will be even more) severe problems in recruiting
qualified candidates for positions where the job market is highly
competitive (such as IT experts, natural scientists).
PM-M3: Human Resource
Management
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How is situation
in Afghan PA?

31. Chart 31
Advantages and Disadvantages of
Internal and External Recruiting Sources
Advantages Disadvantages
• Morale of promotee
• Better assessment of abilities
• Lower cost for some jobs
• Motivator for good performance
• Causes a succession of promotions
• Have to hire only at entry levels
• Inbreeding
• Possible morale problems of those not
promoted
• “Political” infighting for promotions
• Need for managed development
program
Recruiting
Source
Internal
External • New “blood” brings new perspectives
• Cheaper and faster than training
professionals
• No group of political supporters in
organizations already
• May bring new industry insights
• May not select someone who will “fit”
the job or organization
• May cause morale problems for
internal candidates not selected
• Longer “adjustment” or orientation time
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management

32. Personnel selection
General principle:
aligning qualification requirements of positions with
competences of candidates
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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Requirement profile
(job specifications)
Competence profile of candidates

33. Chart 33
Selection Methods
Interview
Expression
Analysis
Performance
Analysis
Interaction
Analysis
TEST
Performance
Intelligence
Personality
Assessment
Center
“Laboratory”
Work Simulation
Predefinition of
Application
Dimensions
Assessment
Through
Experienced
Managers
Biographical
Questionnaires
Determination of
Selection Criteria
Applicants
Choose Among
Alternatives of
Answers
Evaluation with
Empirically-tested
Point Methods
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management

34. 5. Qualification of personnel
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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35. Overview Chapter 5
• Variants of education and training
• Training instruments
• Training needs
• Training processes
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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36. Education and training
Different approaches of preparing staff for PA-work:
Perspective A: before or during the job
• Pre-service education:
– At general educational institutions (universities etc)
– At specific government schools and institutes
– Dual systems: apprenticeship and regular education blocks
• In-service education:
– After beginning of job
– Continuing training on/off-the-job
Perspective B: in close connection or at distance to the job
• Training on-the-job
• Training off-the-job (e.g. seminars, workshops etc)
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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37. -7
administrative class
executive class
clerical class
sub-clerical class
Germany: New Pre-entry Education Requirements (after “Bologna”)
 Master degree (+ preparatory phase)
 Bachelor degree (+ preparatory phase)
 secondary school (+ preparatory phase)
 secondary school
Educational requirements for public
sector employment: case of Germany
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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38. Chart 38
Training Instruments
(Training-on-the-job) (Training-off-the-job)
1. Scheduled Instruction
2. Job Rotation (Cross Exchange)
3. Job Enrichment
4. Coaching, Counseling, Supervision,
(Guides Experience Method)
5. Transfer limited Responsibility
6. Transfer of Special Assignments
7. Working Abroad
8. Participating in Project Teams
9. Diverse Leadership
10. (international) Trainee Programs
1. Lecture
2. Dialogue Training Techniques
3. Case Studies
4. Simulations
5. Role Plays
6. Sensitivity-Training
7. Cultural-Awareness-Training
8. Studying Presentation Techniques
9. Studying Creativity Techniques
10. Best Practice Teams
11. Networks of Experience/Support
12. Programmed Teaching
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management

39. Chart 39
Training Needs Analysis
METHODS
Central Needs Analysis Decentral Needs Analysis
Individual Needs Analysis Collective Needs Analysis General Needs Analysis
• Departmental Experience
• Executive Questioning
• Expert Controlling
• Computer-Based Modeling
• (Functional) Area Experience
• Executive / Employee Questioning
• Group Discussions / Consultation
• Project Work /Project Data
• Performance Appraisal
• Staff Appraisal
• Leadership Feedback
• Coaching
• Peer-Appraisal
• Job Description
• Leadership Talent Assessment
• Leadership Circles
• Seminar Feedback
• Strategy Workshops
• Career Path Analysis
• Project / Solution Teams
• Employee Questioning
• Climate Analysis
• Attitude Analysis
• Customer Questioning
• Scientific Inquiries
• Benchmarking
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management

40. Chart 40
Training Process (Functional
Development Cycle)
1 2 3
4
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management

41. 6. HR development and staff
promotion
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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42. Overview Chapter 6
• Basics of HR development
• Management development in public sector
• HRD cycle
• HRD needs analysis
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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43. HR Development: key terms
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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HRD: A set of systematic and planned activities
designed by an organization to provide its members
with the necessary skills to meet current and future job
demands.
HRD functions:
• Training and development (T&D)
• Promotion
• Career development

44. Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
Management Development
• Only few governments have implemented comprehensive
management development schemes.
• In the classical bureaucracy, managing positions are usually given to
the most experienced professional that is not necessarily also a
talented or sufficiently qualified manager. In developing countries,
executive positions frequently are object of nepotism and patronage.
• There are some approaches to professionalize executive education
(e.g. midcareer Master programs at Kabul university)
• Most of newly assigned managers are not prepared and qualified for
the specific requirements of management positions.
PM-M3: Human Resource
Management
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Situation in
Afghan
government?

45. The HRD cycle
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
45
analysis of
employee’s
potentials
career planning
and training
planning
training
job rotation
promotion
needs analysis

46. Chart 46
Evaluating for HR Development
Potential Candidate
Promotable
Candidate
Key-Performer
Under-
Performer
Outperforms job requirements
Able to take over next-hierarchy-level-task in the short term
Perfect match of job requirements
Promotion to next-hierarchy-level likely in the long term
Minimum match of job
requirements
Promotion rather unlikely
No match of job requirements
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management

47. Context for HRD needs analysis
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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48. 7. Motivation and Leadership
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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49. Overview Chapter 7
• Key terms
• Interrelations between motivation and performance
• Incentives
• Motivation theories
• Public incentive system
• Key terms of leadership
• Influence factors on leadership
• Leadership styles
• Leadership theories
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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50. Motivation: key terms
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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Motivation: The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal
Motive: internal aim and goal driving a person’s behavior
into a certain direction
Incentive: motivates an individual to perform an action
Reward: return for performance of a desired behavior

51. Motivation and Performance
Motivation
Ability
Effort
Environment
Performance
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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52. Types of incentives
• Extrinsic incentives: promised rewards for showing a
desired behavior, e.g. financial bonus, extra benefits etc
• Intrinsic incentives: stems from a person's internal desire
for self-satisfaction or pleasure in performing the task
itself (related to the person’s achievement motive) – e.g.
a challenging task, responsibility, autonomous work etc
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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53. Major Types of Motivation Theories
• Content Theories of Motivation
– WHAT motivates us?
• Process Theories of Motivation
– WHY and HOW motivation occurs?
• Reinforcement Theory
– HOW outcomes influence behavior?
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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54. Maslow’s Hierarchy of Needs
Self-
actualization
Esteem
Belongingness
Security
PhysiologyFood
Achievement
Status
Friendship
Stability
Job
Friends
Pension
Base
NEEDS
General Examples Organizational Examples
jobChallenging
title
at work
plan
salary
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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55. elements of a public sector incentive system
• job contents (job enrichment)
- relevance of tasks, ownership
- size and scope of tasks
- difficulty of tasks
- decision-making competencies and room for independent action
- job variability
• work conditions and environment: e.g. cooperative climate, team work,
low hierarchical pressure, flexible working time
• leadership behavior: e.g. recognition of work, social consideration,
information, participation, delegation, career development etc.
• attractive and promising career development perspectives with clear
training arrangements and a visible, reliable career path
• fair and performance-related compensation
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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56. Leadership: key terms
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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• Leadership: The process by which a person exerts
influence over others and inspires, motivates and directs
their activities to achieve group or organizational goals.
• Leader: An individual who is able to exert influence over
other people to help achieve group or organizational
goals
• Leadership style: leader's style of providing direction,
implementing plans, and motivating people
PM-M3: Human Resource
Management

57. Leadership factors
http://www.bized.co.uk
(www.bized.co.uk; 2007)
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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58. Leadership styles
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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59. Early Theories:
Great Man Theories
• Leaders are exceptional people, born with innate qualities, destined
to lead
• Term 'man' was intentional - concept was primarily male, military
and Western
Trait Theories
• Research on traits or qualities associated with leadership are
numerous
• Traits are hard to measure. For example, how do we measure
honesty or integrity?
Leadership Theories
(University of Exeter)
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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60. Functional Theories (John Adair, Action Centred Leadership, 1970)
Leader is concerned with the interaction of 3 areas:
• Task – goal setting, methods and process
• Team – effective interaction/communication,
clarify roles, team morale
• Individual – attention to behaviour, feelings,
coaching
Leadership Theories
Behaviourist Theories (Blake and Mouton, Managerial grid, 1964):
• Leaders’ behaviour and actions, rather than their traits and skills e.g.
production orientated or people orientated
• Different leadership behaviours categorised as ‘leadership styles’
e.g. autocratic, persuasive, consultative, democratic
• Doesn’t provide guide to effective leadership in different situations
(University of Exeter)
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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61. Transformational Leader
develops and transforms followers and
organizations to achieve their highest level
of performance
inspires through mission and
purpose about importance of
work
stimulates new ways of thinking and solving
problems
encourages followers to do
more than what is expected
is able to activate higher
order needs
is proactive
61
Transformational Leadership
Source: referring to Bass&Avolio 1990: p. 233f.; Keller 1992: p. 490, 498f.
Leadership Theories
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management

62. 8. Performance appraisal and
compensation
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
62

63. Overview Chapter 8
• Performance orientation of public servants
• Performance appraisal
• Reward/compensation systems
• Experiences with performance pay in public sector
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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64. ability willingness
transparency of
performance
(targets, inputs,
costs, outputs,
outcomes)
qualification
performance
motivation
(performance-related
incentives)
performance-related
rewards and
sanctions
performance
orientation
main conditions of performance
orientation of public servants
Prof. Dr. Christoph Reichard/
Prof. Dr. John Siegel/ Prof.
Dr. Dieter Wagner
PM-M3: Human Resource
Management
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65. performance appraisal in public
sector
Prof. Dr. Christoph Reichard/
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• Assessment of individual employee’s performance (by
using performance targets and indicators) by supervisor
• (at least) once a year
• appraisal closely linked with performance agreement
• assessing individual achievement of agreed targets
• feedback about necessary adjustments and
improvements
• consequences for training and/or task adjustments

66. Chart 66
Performance Appraisal Problems
Problems
Abstract &
unrealistic
targets
Neglecting
“daily
business”
Measurement
problems
Tendency of
Leniency
(most get
good grades)
Lack of
“punishing” low
performers
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PM-M3: Human Resource
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67. Reward Systems – General overview
from business perspective
67
REWARDS
FINANCIAL NON-FINANCIAL
Base Pay
• Wages
• Salaries
Variable
• Bonuses
• Incentives
• Stocks
• Piece-Rate-
Pay
Environment/Job
• Recognition
• Autonomy
• Opportunities
• Networks
• Challenge
• Career security
Benefits
• Insurances
• Pension
• Services
direct indirect
Prof. Dr. Christoph Reichard/
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PM-M3: Human Resource
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68. Public sector compensation
systems
• Merit system: Salaries based on seniority / merit
• Performance Pay: Salaries include pay elements for
extraordinary individual performance
• other compensation elements:
– social factors: family, age, etc;
– allowances: for positions in remote areas or with risky
tasks
– health insurance and pension payments
Prof. Dr. Christoph Reichard/
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PM-M3: Human Resource
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68

69. Chart 69
Case Study: Great Britain
 Basic Salary
Three performance “tranches”
Based on relative contribution
Position in pay range and tranche marking determine award
 Bonuses
In year to recognize performance as it happens
End year to reward exceptional achievements or outcomes delivered over whole
year
Informal notice
Staff appraisal
 Basic Salary
Target salary at the market median with premium rates for top performers
Link progression into performance and development system
Agreed distribution
 Bonuses
Incentives for top/high performers
CabinetOffice
Departmentfor
WorkandPensions
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PM-M3: Human Resource
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70. Example of allowances
in Afghanistan
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71. some negative side effects of PRP:
• unfair measurement practices
• intransparent regulations
• unattractive/small bonuses
• restriction to a small proportion of high-performers = majority of
dissatisfied “loosers”
• bonus distribution according to “equal share” principle
• withholding of previously paid bonuses
• neglecting of team performance
• majority of OECD countries introduced PRP
• sometimes extended PRP schemes for (senior) management staff
• evidence: limited impact of PRP on motivation and performance
(“pacifier” function, modest position in reward’s rankings)
Experiences with performance-related pay (PRP):
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71

72. 9. Integrity management, ethical
issues, codes of conduct, anti-
corruption measures
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73. Overview Chapter 9
• Integrity management in public sector
• Dimensions of corruption risks
• Integrity violations in public service
• Integrity management in the HRM-context
• Ethics training
• The corruption issue in Afghanistan
Prof. Dr. Christoph Reichard/
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73

74. Integrity management in public
sector
• Integrity: Strict adherence to a moral code, reflected
in transparent honesty and complete harmony in
what one thinks, says, and does
• Integrity Management: planning, operating,
coordinating and controlling measures to maintain
and improve integrity in organisations, e.g. in the
public sector
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PM-M3: Human Resource
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74

75. Integrity Management framework of
OECD
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(OECD 2009)

76. -76
corruption-fostering situations
dimension A:
motivation and values
(loss of integrative values,
commercial culture,
alienation)
dimension B:
empowerment to
corruptive practices
(enlarged discretion,
contractor/provider-split)
dimension C:
lack of proper control
and oversight
(decentralized structures,
unclear accountability)
corruption of the financiers of services
corruption of the buyers of services
corruption of the producers and deliverers of services
analytical dimensions of corruption risks
in PA
(Maravic 2006, 85)
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PM-M3: Human Resource
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77. Frequent cases on bribery in public
sector
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78. Typology of Integrity Violations
• Corruption, including bribing, “kickbacks”, nepotism, cronyism and patronage (with gain for
oneself, family, friends, or party);
• Fraud and theft of resources;
• Conflict of private and public interest through gifts (services, promises) or the possession of
assets;
• Conflict of interest through jobs and activities outside the organisation (e.g. “moonlighting”);
• Improper use of violence towards citizens and suspects;
• Other improper methods, i.e. improper means for – often - noble causes;
• Abuse and manipulation of information, i.e. unauthorised and improper use of files; leaking
confidential information;
• Discrimination and sexual harassment, i.e. indecent treatment of colleagues or citizens;
• Waste and abuse of organisational resources;
• Misconduct in private sphere, such as domestic violence, drunk driving and private crime.
78Source: Huberts (1999), Huberts/Kaptein/Lasthuizen, op cit. (2004)
Integrity Violations

79.  Meritocratic system of recruitment
 Committed and accountable leadership
 Ethics training
 Adequate salary
 Motivational career development
 Performance evaluation
 Job security
 Specific provisions for staff in vulnerable positions (job rotation, screening of
staff, sharing responsibilities among staff members, etc.)
(Demmke 2004)
Main HRM instruments for integrity
management

80. Measures to strengthen integrity in
personnel management
• Integrity emphasised in recruitment
• Integrity as criterion for selection (e.g. background
checks)
• Ensuring sufficient diversity among staff
• Providing employees with clear job descriptions
• Integrity as criterion for evaluation and promotion
• Integrity as competency in competency
management
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(OCED 2009, 76)

81. Ethics training
Prof. Dr. Christoph Reichard/
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(from Public Service
Commission Queensland)
Some principles:

82. Data on corruption in Afghanistan
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83. Data on corruption in Afghanistan
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PM-M3: Human Resource
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84. Data on corruption in Afghanistan
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PM-M3: Human Resource
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84

85. Data on corruption in Afghanistan
Prof. Dr. Christoph Reichard/
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PM-M3: Human Resource
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85

86. Purposes for bribery (case of Iraq)
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87. 10. Personnel administration,
organization and integration of
the HRM function
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88. Overview Chapter 10
• Functions of personnel administration
• Organisation of personnel administration
• Centralized or decentralized personnel
administration?
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89. Personnel administration
• Personnel administration: technical aspects of
maintaining a full complement of employees within an
organization
• typical technical/operative processes of personnel
administration:
• Operating the usual personnel administration functions
like recruitment, selection, job placement, performance
appraisal, training&development etc
• Some more typical operative functions:
– staff file maintenance
– protecting health and physical condition of employees
– controlling labour costs
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90. The personnel department
Core functions:
• Provide support to operating managers on all human resource
matters
• Fulfills a traditional staff role and acts in an advisory capacity
• Depending upon the organization, functions may be split
between operating managers and human resource
department
Additional functions:
• Customarily organizes and coordinates hiring and training
• Maintains personnel records
• Acts as a liaison between management, labor, and
government
Prof. Dr. Christoph Reichard/
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91. HR-functions: centralized or
decentralized?
• Centralized HRM: some functions are concentrated in a
central HR-department of a ministry or agency
– Pro: more professionalisation and specialisation
– Contra: distance to daily work, sometimes detached, inflexible
• Decentralized HRM: HR-functions are devolved to the
various line departments of a public organisation
– pro: more flexible, focus on specific focus of department
– Contra: less professional
Prof. Dr. Christoph Reichard/
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