Horan, Darragh (2004) Integrating strategic human resource management in the Land Registry: A Critical Analysis. Masters thesis, Dublin, National College of Ireland.
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This research dissertation examines the approach taken by the Land Registry to integrate a strategic approach to Human Resource Management since the launch of Strategic Management Initiative in 1994 and Delivering Better Government in 1996. In particular it examines the role and re-orientation of the Human Resource unit in the Land Registry to take account of more developmental and strategic focus as envisaged in the Civil Service Modernisation Programme.
The methodology chosen for this dissertation is a case study methodology. The case study method is a qualitative approach, which is found useful for social science research
and studies. The case study method will allowed me to look in depth at a complex and single instance phenomenon in the Land Registry. I will analyse the Land Registry's human resource practices critically and determine the extent to which the human resource activities are integrated and aligned with the strategic needs of the organisation. A multi-method approach using both primary and secondary research data was used in this dissertation.
The launch of the Strategic Management Initiative in 1994 set the scene for reform in the civil service with significant emphasis on developing greater strategic capacity for departments to help the government facilitate economic and social development. The policy document Delivering Better Government in 1996 sought to develop this capability further by setting out the vision and road map for change in the civil service. It proposed reforms consistent with matching the skills of individuals with the needs of departments, and the creation of a more flexible workforce. In particular the Delivering Better Government proposed a number of reforms for Human Resource Management in the Irish Civil Service such as developing greater autonomy and responsibility for HR units, reorienting HR unit's activities and focus to take a more strategic/developmental approach and devolve responsibility for day-to-day human resource issues to line management. The
development by each department of a human resource strategy linked to the overall strategy for the organisation and reforming arrangements for the recruitment, placement, tenure, promotion and development of staff was also proposed.
It can be concluded from the research that an overall strategic management framework in which Human Resource Management can evolve is in place within the Land Registry. However, in terms of human resource policy and practices, there has been only been individual development and innovations, rather than a more integrated strategic approach to Human Resource Management. However, the Land Registry like all civil service departments must adhere to centralised policy. This is creating a lack of flexibility to recruit and retain competent staff and deal with under-performance. There is evidence among those interviewed for a considerable level of continuing commitment for change. However, within the Irish Civil Service, an often repeated criticism of Strategic Management Initiative and Delivering Better Government is that it has lead to reform fatigue. It is therefore important that the Human Resource unit in the Land Registry identify, support and communicate the case for civil service reform and modernisation.
|Item Type:||Thesis (Masters)|
|Subjects:||T Technology > TA Engineering (General). Civil engineering (General)
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management
|Divisions:||School of Business > Master of Arts in Human Resource Management|
|Depositing User:||Tim Lawless|
|Date Deposited:||30 Apr 2010 14:26|
|Last Modified:||26 Nov 2014 15:30|
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