Arguably, the government has some of the most complex and sophisticated Human Resource (HR) initiatives of any organization in the country. This is due to at least three reasons. First, the sheer size of the government requires sophisticated HR systems to manage the huge number of HR decisions required. Second, the HR systems in the government must respond to much greater external (public) scrutiny than any other organization because it is funded by government money and must be responsive to taxpayers interests and concerns. As such, fairness and defensibility are far more important factors than in other organizations. Third, the government HR systems must comply with many more laws and regulations than other organizations, thus placing constraints on informal judgment and discretion and requiring sophisticated formal decision-making systems.
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NOTICE: this is the author’s version of a work that was accepted for publication in Human Resource Management Review. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Human Resource Management Review, Vol. 16, Issue 3 (September 2006) DOI# 10.1016/j.hrmr.2006.05.001.