Human resources in the public sector

Closing the Implementation Gap: Report on Human Resources in the Public Sector Contents Acronyms. . [...] Page 4 4. Closing the Implementation Gap: Report on Human Resources in the Public Sector than  the  public  service  as a  whole;  (iii)  modernize  systems  of  human  resources management to  create positive points unique to the public sector; (iv) continually monitor the image among citizens  and  applicants  of  the  public  service;  and  (v)  enhance  the  public  service’s  performance  and [...] Page 5 5. Closing the Implementation Gap: Report on Human Resources in the Public Sector that  the  studies are  decidedly mixed on  the  efCicacy of  the  results. Another approach  to creating  better working conditions avoids the issue of wages altogether. Instead, the objective is to reCine the  non‐monetary rewards of public service employment. Since public sector salaries at the managerial [...] Page 6 6. Closing the Implementation Gap: Report on Human Resources in the Public Sector The Possible Benefits of Mentorships Some  academic  literature  has  examined  the  utility of  employee  recognition  informal networking  and mentorships  in  building  a  cohesive  public  service.  In  a  survey of  Canadian  public  servants,  Saunderson  found  that 87% of  respondents maintained  that [...] OECD Report, “Norway,” Competitive Public Employer Project, OECD Publishing, 2001, P6 53/59/33881226.pdf Page 7 7. Closing the Implementation Gap: Report on Human Resources in the Public Sector “good  feelings”  of  accomplishment  in  their  jobs  than  non‐mentored  employees.  Of  course,  employees with these qualities might be predisposed to seeking out a mentor