Government at a Glance 2011
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Government at a Glance 2011

This second edition of Government at a Glance more than doubles the number of available indicators of OECD governments’ performance. The indicators compare the political and institutional frameworks of government across OECD countries as well as government revenues and expenditures, employment, and compensation. They also include indicators describing government policies and practices on integrity, e-government and open government, and introduce several composite indexes summarising key aspects of public management practices in human resources management, budgeting, procurement, and regulatory management. For each figure, the book provides a dynamic link (StatLink) which direct the user to a web page where corresponding data are available in Excel® format. The report also offers two special chapters, on leveraged governance and on the policy implications of fiscal consolidation.

The 58 data sets of member and partner countries in this 2011 edition of Government at a Glance include the first ever international comparison of public sector pay for selected professions and public service occupations, which points to a fairly egalitarian pay structure in the public sector;  estimations of country-specific fiscal consolidation requirements, which have been found to be large in many countries; the level of disclosure of private interests in the three branches of government; and  the implementation gap of Open Government policies to promote transparency, efficiency and trust.

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Publication Date :
24 June 2011
DOI :
10.1787/gov_glance-2011-en
 
Chapter
 

Delegation in human resources management You or your institution have access to this content

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Author(s):
OECD
Pages :
126–127
DOI :
10.1787/gov_glance-2011-37-en

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Many OECD countries are moving towards a model of human resources management (HRM) whereby major decisions regarding employee selection, recruitment, remuneration, working conditions and dismissal are delegated from a centralised HRM body to line Ministries/Departments/ Agencies. The key motive behind delegation is to empower and enable public managers to better direct their staff, allowing them to consider in their HRM decisions both the unique requirements of their own organisations and the merits of individual employees. As HRM authority is delegated, the role of the central HRM body is also changing to one of setting minimum standards and formulating HRM policies rather than implementing them.