1887

Engaging Public Employees for a High-Performing Civil Service

image of Engaging Public Employees for a High-Performing Civil Service

How can governments reduce workforce costs while ensuring civil servants remain engaged and productive? This report addresses this question, using evidence from the 2014 OECD Survey on Managing Budgeting Constraints: Implications for HRM and Employment in Central Public Administration. The results clearly illustrate the complex challenges facing civil services, such as how to reduce size and cost while still attracting and retaining high-calibre professional talent. The first part of this report shows that the pressure on central public administrations to reduce costs has required many OECD countries to make cuts that have likely resulted in negative impacts on the workforce regarding trust, motivation and commitment. Overall, 67% of countries surveyed have implemented a pay freeze since 2008. The second part explores how a number of OECD countries are using employee surveys as a leadership tool to better manage employee engagement, which is linked to better job performance, organisational commitment, productivity and public sector innovation. Employee engagement can be a powerful counter balance to austerity-driven measures.

English

.

Budgetary constraints, cost cutting measures and civil service reform

This chapter looks at recent OECD research that suggests changes to human resource management (HRM) between 2008 and 2013 have been driven first and foremost by a reactive need to cut workforce costs, rather than building longer-term workforce capacity and innovation. It explores the survey results from the Survey on Managing Budgeting Constraints: Implications for HRM and Employment in Central Public Administration, which indicate that employee engagement across OECD countries may have been threatened as a result of the cost-cutting measures implemented in most OECD countries. Chapter 2 looks at these measures with a view to their potential longer-term impact on employees, organisations and the fiscal bottom line.

English

This is a required field
Please enter a valid email address
Approval was a Success
Invalid data
An Error Occurred
Approval was partially successful, following selected items could not be processed due to error