Implementing lasting change: HR in the social service sector
The Human Resources (HR) practices in any organisation can make a big difference in its ability to implement the strategic plan (Thomas, Smith & Diez, 2013). This assertion points towards an additional question: Can a whole sector of the economy increase its overall capability and capacity by im...
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| Main Authors: | , |
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
2020
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| Subjects: | |
| Online Access: | https://ink.library.smu.edu.sg/lkcsb_research/6660 https://ink.library.smu.edu.sg/context/lkcsb_research/article/7659/viewcontent/Diez_HCL_1.pdf |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | The Human Resources (HR) practices in any organisation can make a big difference in its ability to implement the strategic plan (Thomas, Smith & Diez, 2013). This assertion points towards an additional question: Can a whole sector of the economy increase its overall capability and capacity by improving the overall HR abilities of the organisations in the sector? The Social Service Sector in Singapore has been undergoing just such a sector-wide transformation over the past 6 years, and provides a great opportunity to analyse empirically whether a systemic approach to improve the overall HR practices of the Social Service Agencies (SSAs) can improve their ability to implement organisational strategies and, at the same time, deliver services more efficiently and effectively |
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