Development of Human Resources to Increase Policy Capacity in Public Sector

This research paper is based on the correlation between HRM practice and organizational performances. The influence of HRM practices on organizational performance has significant effects. The main objective of this paper is to explore the general practice of HRM programs and establish the influences of properly managing the human resources for better development of selected organizations. This study had surveyed four leading organizations with 300 total respondents, in which 80 workers are working on top managerial positions and the remaining 220 staff members are working on the core non-managerial position. The response rate was 97.98% that signifies the interest rate of staff in the development of effective HRM policies in their organizations. Targeted and convenience sampling techniques are used to drive the results for this study. The results of the survey showed that in those organizations where human resource management practices are poorly planned and implemented and managed by non-experts so called managers, programs and policies of these organizations are perceived poorly by their employees. The study also showed that the enormous benefits of sound human resource management which were highly appreciated by their employees. It was proposed that the organizations should devote a proper human resources management department through which competitive advantages could be created. This paper emphases the development of human resources to increase the capability of policy in the public sector. Therefor the main attention together with to encounter the challenges which are the great hurdles in the communal development and develop a mechanism for the improvement the public sector staff¡¯s competency throughout the policy cycle. Psychological treatments and different physical training segments are adopted in three stages for improvement of staff¡¯s competency. The first one is focusing on the individual¡¯s competency development policy, and that people-oriented approach is crucial factor for achieving successful reforms. In the second stage, conventional means i.e. customary orthodox trainings and development methodologies are adopted for the development of staff¡¯s competency in the ever changing environments.