Power, Iain (2011) A review and exploration of the introduction and expansion of performance management in the Irish civil service, as part of the adoption of human resource policies, functions and practices across the organisation. Masters thesis, Dublin, National College of Ireland.
Download (1MB) | Preview
The history of administrative reform in the Irish Civil Service can be thought of as a roller coaster of success and failures. The human resource function of the organization essentially mirrors this journey. Recent reform efforts have focused on performance management as a driver of change. Although it was first identified by the Devlin Report over 40 years ago, it was not until the Strategic Management Initiative (1994) and the Delivering Better Government (1996) reform programmes that a performance management system was fully implemented (PDMS). In the body of work below, the literature surrounding performance management has been reviewed and in addition to this, the story of reform and innovation in the context of the Irish Civil Service is explored. In an attempt to complement this research, a quantitative survey was undertaken in Department „X‟. The combined research confirmed that many positive steps had been taken, however, it highlighted implementation issues surrounding training, continuous feedback, engagement with the system and continual revision to the system.
|Item Type:||Thesis (Masters)|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Performance Management
J Political Science > JF Political institutions (General) > Public Administration
|Divisions:||School of Business > Master of Arts in Human Resource Management|
|Depositing User:||Tim Lawless|
|Date Deposited:||25 Oct 2011 16:50|
|Last Modified:||28 Apr 2012 11:04|
Actions (login required)