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HRM in Development: Lessons and Frontiers

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  • Jose A. Puppim De Oliveira
  • Yijia Jing
  • Paul Collins
  • Evan M. Berman

Abstract

This article discusses contributions of human resources management (HRM) to strengthening state institutions in development settings. It also identifies leading practices and frontiers in HRM practice and research. “Technical” HRM expertise in development exists in matching organizational performance with staffing, advancing decentralization, international project management, and training, and research also shows extensive concerns with patronage and anti‐corruption. Frontiers are discussed in connection with strategic HRM, notably improved leadership development/talent management, workforce engagement in developing settings, re‐thinking/professionalization of appointee–executive relations, comprehensive HRM strategies, and increased leadership for HRM itself. Although development studies often raise HRM implications, relatively few focus on HRM in development in a comprehensive fashion. Copyright © 2015 John Wiley & Sons, Ltd.

Suggested Citation

  • Jose A. Puppim De Oliveira & Yijia Jing & Paul Collins & Evan M. Berman, 2015. "HRM in Development: Lessons and Frontiers," Public Administration & Development, Blackwell Publishing, vol. 35(2), pages 113-127, May.
    • Handle: RePEc:wly:padxxx:v:35:y:2015:i:2:p:113-127
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    Cited by:

    1. Federico Ceschel & Alessandro Hinna & Fabian Homberg, 2022. "Public Sector Strategies in Curbing Corruption: A Review of the Literature," Public Organization Review, Springer, vol. 22(3), pages 571-591, September.
    2. Hang Duong, 2021. "The politicization of civil service recruitment and promotion in Vietnam," Public Administration & Development, Blackwell Publishing, vol. 41(2), pages 51-62, May.

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