Employee Training and Retraining for Public Sector Organizations
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Abstract
This article analyzes the training and retraining for public sector organizations. Its purpose is to develop a theoretically grounded model of modern public education and personnel training for public sector organizations, which is consistent with the administrative tradition and culture of continental Europe. The topic of change of the training system for public sector employees and in Lithuania and other continental European countries in relation to broader modernization trends lacks research. It is clear that it is impossible to develop an innovative management system without the modernization of education public sector workforce.
The article suggests that according a conservative public-sector human resource management practice can be modernized by utilizing modern education and training principles based on the approach of “New Public Management. This system can be set up in a way where personnel management is being continuously updated and improved, to achieve this aim the article proposes a method developed by K. Lewin to overcome organizational resistance to change. It is possible to implement a successful reform in the way public institutions manage and train personnel by means of „unfreezing“. Later a „change“by using modern training techniques a new set of organizational values which promotes innovation can be made. These results can then be consolidated by means of „refreezing“. The argument for such a reform is made by analyzing the known impacts of modern training on the outcomes personnel management reforms.
Conservative practice of training which is based on the traditional hierarchical model which encourages conformity means that encouraging changes in the personnel management becomes an important mission for the higher educations institutions which operate outside the administrative system. This model can better help overcome resistance to change and create a balance between traditional needs for specific education on the one hand and innovative staff development trends on the other. The change in the way staff is trained would help increase the efficiency of the transformation in public sector organizations. This would enable to meet the expectations of new employees and more importantly would allow for a creation of a modern adaptive administrative practice, on the other hand permanent (non-radical) changes in public sector organizations to ensure operational stability.
The article suggests that according a conservative public-sector human resource management practice can be modernized by utilizing modern education and training principles based on the approach of “New Public Management. This system can be set up in a way where personnel management is being continuously updated and improved, to achieve this aim the article proposes a method developed by K. Lewin to overcome organizational resistance to change. It is possible to implement a successful reform in the way public institutions manage and train personnel by means of „unfreezing“. Later a „change“by using modern training techniques a new set of organizational values which promotes innovation can be made. These results can then be consolidated by means of „refreezing“. The argument for such a reform is made by analyzing the known impacts of modern training on the outcomes personnel management reforms.
Conservative practice of training which is based on the traditional hierarchical model which encourages conformity means that encouraging changes in the personnel management becomes an important mission for the higher educations institutions which operate outside the administrative system. This model can better help overcome resistance to change and create a balance between traditional needs for specific education on the one hand and innovative staff development trends on the other. The change in the way staff is trained would help increase the efficiency of the transformation in public sector organizations. This would enable to meet the expectations of new employees and more importantly would allow for a creation of a modern adaptive administrative practice, on the other hand permanent (non-radical) changes in public sector organizations to ensure operational stability.
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Articles
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