Scientific paper ID 1646 : 2018/3
THE EFFECT AND ROLE OF HUMAN RESOURCES MANAGEMENT TO IMPROVE PERFORMANCE ORGANIZATIONS IN THE PUBLIC SECTOR IN THE REPUBLIC OF SERBIA
Аbstract: Human resources represent a generic term for describing the approach and framework for managing people in an organization. In many countries there are significant differences in terms of public and private sector employees.
Based on the efficient implementation of human resources management in organizations operating within the private sector, it is necessary to find a model for effective governance in organizations operating within the public sector. Research on the role and impact of human resources management on improving the performance of public sector organizations has not been the subject of significant research in the Republic of Serbia so far. The results of the theoretical and methodological analysis in this paper should contribute to a better understanding of the link between human resource management and the performance of organizations in the context of public sector organizations.
човешки ресурси публичен сектор представяне на организациите ефективност управление.Kеy words: human resources public sector performanceorganization efficiency management.Marija Živanović
 Ahmad, S., & Schroeder, R.G. (2003). The impact of human resource management practices on operational performance: Recognizing country and industry differences. Journal of Operations Management,21(1), 19-43.
 Anderson, J.C., &Gerbing, D.W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
 Andrews, R., Boyne, G.A., & Walker, R.M. (2011). Dimensions of publicness and organizational performance: A review of the evidence. Journal of Public Administration Research and Theory, 21, 301-319.
 Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turn-over. Academy of Management Journal, 37: 670–667.
 Appelbaum, E., Bailey, T., Berg, P., Kalleberg, A. (2000). Manufacturing advantage: Why high performance work systems pay off. Ithaca, New York: Cornell University Press.
 Aryee, S., Walumbwa, F.O., Seidu, E.Y.M., Otaye, L.E. (2012). Impact of high performance work systems on individual and branch-level performance: Test of a multilevel model of intermediate linkages. Journal of Applied Psychology, 97(2), 287-300.
 Bach, S., Bordogna, L. (2011). Varieties of new public management or alternative models? The reform of public service employment relations in industrialized democracies. The International Journal ofHuman Resource Management, 22(11), 2281-2294.
 Bach, S., & Kessler, I. (2007). Human resource management and the new public management. In: P. Boxall, J. Purcell & P. Wright. (eds.). The Oxford Handbook of Human Resource Management. Oxford: Oxford University Press.
 Boxall, P., Purcell, J., Wright, P. (2007). Human resource management: Scope, analysis and significance. In: P. Boxall, J. Purcell P. Wright. (eds.). The Oxford Handbook of Human Resource Management. Oxford: Oxford University Press.
 Hartog, D.N. den, Boselie, P., &Paauwe, J. (2004). Performance management: A model and research agenda. Applied Psychology, 53(4), 556-569.
 Hartog, D.N. den, Boon, C., Verburg, R.M., & Croon, M.A. (2013). HRM, communication, satisfaction, and perceived performance: A cross-level test. Journal of Management, 39(6), 1637-1665.
 O`Toole, Jr. L.J., Meier, K.J. (2009). The human side of public organizations: Contributions to organizational performance. The American Review of Public Administration, 39(5), 499-518.
 Paauwe, J. (2004). HRM and performance: Achieving long-term viability. Oxford: Oxford University Press.
 Paauwe, J. (2009). HRM and performance: Achievements, methodological issues and prospects. Journal of Management Studies, 46(1), 129-142.
 Paauwe, J., Boselie, P. (2003). Challenging ‘strategic HRM’ and the relevance of the institutional setting. Human Resource Management Journal, 13(3), 56-70.
 Snape, Е.,Рedman, Т. (2010). HRM practices, organizational citizenship behaviour and performance: a multi-level analysis. Journal of Management Studies, 47(7), 1219–1247.