Performance Qualities of Local Government Administration

Career Development and Advancement of Human Resources: How they Influence the Performance qualities of Local Government Administration

Abstract

This paper analyzes career development and its effectiveness concerning organizational roles. It explains how career development must resonate with organizational goals to determine the performance attributes of the administration. In measuring these influences, career development acts as an independent variable and performance as the dependent variable. This requires the application of human resource structure for deployment and as a platform for assessing their performance. The research utilized questionnaires in data collection with a sample size of 154 from the service sector. The analysis applied the regression method, after which the findings demonstrated that human resource management serves as the best method of enhancing performance qualities. It happens through proper administration that is aimed at address career needs. Besides, the findings showed that career development influenced the commitment and loyalty of those employees towards the organizations.

Introduction

Multiple factors affect the career development and performance of local administration. Often, this will depend on the nature of the human resource environment. This paper analyzes “Human Resource Management: Employees Career Development Impact on Organizational Performance” by Ahmed and Ke to demonstrate the influences on local government administration. To better understand the procedures and analysis used in the article, the paper is supported by two additional articles.

Analysis

Human resource management helps in matching the careers with the organization’s goals (Ahmed & Ke, 2016, p. 1). It emphasizes how the activities should be aligned so that their effects reflect on the performance of an organization. These activities determine the administration’s responses, and the actions taken by the administration have equal effects on human resources. This implies that the influences are mutual. Hence there is a need to synchronize the requirements of each player for overall performance improvement. The research by Ahmed and Ke focused on the relationship between performance and human management, factors considered in creating human resources, and the evaluation of employees based on their career needs.

The study population was long-term and permanent employees because their efforts can easily be evaluated. Questionnaires covered multiple levels (4-5 levels on the Likert scale) and dichotomous questions. 250 questions were used and with 26 measurable elements. The response rate was 60% leading to 154 usable questionnaires. Bias was reduced by integrating both public and private sectors were used. Upon applying regression analysis on independent and dependent variables, a linear association was established to show the effects of human resource management on performance qualities. A positive figure of 0.658 was generated in the analysis that indicates a positive relationship between human resource management (career development and advancement) and performance. This indicates that when human resources are offered the necessary support, performance is enhanced. The support emanates from the administration. I keeping with these results, three hypotheses were established. First, career development and human resource management have a positive relationship. Second, organization performance and human resource management have a positive relationship, and third, career development increases organizational performance (Ahmed & Ke, 2016, pp. 3-4).

However, there is a series of criticism in this case. First, it uses long-term and permanent employees. It fails to include other sets of workers who have significant effects on the performance of organizations and how the administration responds to their activities. The research does not incorporate the aspect of time. Careers change with time; hence such an important feature cannot be ignored. The research employed convenience sampling and has not specified the population size. The results are thus questionable compared to what longitudinal studies could offer.

Different research by LeRoux and Pandey indicated that there is minimal evidence to support the influences of career development on local administration (LeRoux & Pandey, 2011, p. 634). It implies that the research by Ahmed and Ke is not sufficient primarily because it fails to incorporate all the influencing factors. LeRoux and Pandey explain a good indicator of this limitation. They illustrate that intergovernmental revenues have little to do with interlocal delivery.

The research can also be challenged by reflecting on the work by Gerrish, whose research on the effects of performance on organization indicated that there are other factors to consider in such studies. First, there is the associated behavior to the performance of human resources, which does not explicitly affect the qualities of organizations (Gerrish, 2014, p. 20). Secondly, the quantitative analysis on a small sample cannot be applicable on a large scale. It means a sample of 154, as in the study discussed in this paper, does not provide good representation. Besides, the limited data makes it challenging to conclude that the influences are due to career development or even advanced human resources. There could be other influencing factors whose contribution affects performance qualities and other administrative functionalities. (p. 23).