The Human Factor in Governance: Findings and Prospects for Development
Author(s)
McCourt, Willy
Abstract
This paper is a slightly adapted draft of the final chapter of McCourt (forthcoming, 2006). In it we synthesize the findings of seven case studies to create a two stage normative model of HRM in which countries whose political dispensation and institutional structure as they affect staff management are flawed concentrate initially on correcting those flaws, emphasizing compliance with organizational norms. Countries whose political dispensation and institutional structure are sound are able to move to Stage Two, concentrating on refining their strategic frameworks and improving the professional conduct of HR, with a view to improving staff performance and, consequently, the performance of public services. However, the model does not give us a formula for generating plans of action. Instead, actions must be informed by a ‘thick description’ of the political, economic, social and historical influences on staff management. Actions to improve staff management require a ‘total explanation’ of those influences, and of the interactions between the four levels of our governance model. We therefore present an account of government priorities which uses our normative model as a starting point but which is informed by the ‘thick description’ and ‘total explanation’ which our cases have tried to present. Replicating that account in other countries will be demanding, but it arguably offers the best chance of taking actions that will stick and will make a difference.
