Technology and Training

without a formal performance appraisal system), environmental context (extent of complexity, turbulence, presence versus absence of social capital), and internal context (extent of goal clarity and consistency, organizational centralization versus decentralization, and degree of professionalism). Hatry (2007) developed an alternative, the Total Performance Measurement System (TPMS), which has been adopted by some of the selected federal, state, and local governments. This multidimensional approach combines organizational input–output, client feedback, and employee attitude surveys to assess productivity.

motivation In an environment of increased competition spurred by globalization, one of the principal challenges of HRM is to motivate the employees under the condition of a limited budget, decreased prestige, and increased scrutiny. Motivating the young generation for public employment is a challenge when they are attracted by the opportunities in the private sector. It is also important to retain the employees. According to Perry and Wise (1990), PSM arises from the distinct belief that the public servants are different from the private sector counterparts. In public administration, PSM has been defined in several different, but compatible ways. Perry and Wise defined PSM as “an individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations” (1990, p. 368). The definition clearly emphasizes motives, such as civic duty and compassion that are commonly associated with public organizations.

In a later analysis of PSM and government effectiveness, Rainey and Steinbauer (1999) offered a more general definition of PSM. They viewed it with altruism in referring to PSM as a “general, altruistic motivation to serve the interests of a community of people, a state, a nation or humankind” (1999, p. 20). The Rainey and Steinbauer (1999) definition is similar to that of Brewer and Seiden (1998), who defined the concept as “the motivational force that induces individuals to perform meaningful … public, community, and social service” (1998, p. 417), emphasizing its behavioral implications and applicability beyond the public sector. Mann (2006) mentions the other characteristics, which include a deeper desire to make a difference, an ability to have an impact on public affairs, a sense of responsibility and integrity, and a reliance on intrinsic rewards as opposed to salary or job security. PSM is a key component of the development function in human resource management (Mann 2006).

On the other hand, based on research in Europe, Vandenabeele (2007) has defined PSM as “the beliefs, values and attitudes that go beyond selfinterest and organizational interest, that concern the interest of a larger political entity and that motivate individuals to act accordingly whenever appropriate” (2007, p. 547). PSM varies widely across the nations. As a result of the wide range of varieties, it is difficult to make a cross-national comparison. The dedication to public service motivates public sector employees. They believe that they can make a difference to the lives of people in their society. Therefore, public personnel management needs to provide opportunities for employees to perform their desired job, which is public service. Public servants are motivated by the internal dynamics of the organizations. Therefore, public personnel management is responsible for providing the opportunities which motivate the employees. Opportunities for rapid promotion and increasing salaries can motivate the Millennials. To motivate the Millennials, public personnel managers must create opportunities for quick promotion rather than the complex rigid system of promotion based on grading and classification.

Banga (2011) mentions the important tasks that human resource managers need to pursue so as to find out the important factors that cause satisfaction of the employees. He suggests the provision of a congenial environment to achieve these factors. Based on a study, Banga (2011) finds public sector bank employees place a greater importance to professional development, family contentment in terms of time and money, and the HR policies of the organization and the work environment. He found that the level of employee satisfaction is based on policies, job description, behavioral contentment and employee welfare. Turkyilmaz et al. (2011), basing his work on the experience of the Istanbul Branch of Social Security Institution in Turkey, found a correlation between satisfaction and loyalty. They also found that training and personal development and working conditions are important elements of satisfaction. Public personnel management can incorporate some of the ideas mentioned in motivation theories to attract talented employees.

tecHnology anD tRaining One of the major aspects of globalization is the vast improvement and the increase of technology in every aspect of an organization. Technological improvement is crucial for HRM. Despite the advantage of technology, it reduces the “human factor” (West and Berman 2001). Technology