ACCOUNTABILITY IN HUMAN RESOURCE MANAGEMENT

GMGM 2023: HUMAN RESOURCE MANAGEMENT (HRM) IN PUBLIC SECTOR
TITLE : ACCOUNTABILITY IN HUMAN RESOURCE
MANAGEMENT
LECTURER : DR SABARANI BIN GHAZALI
NAME : NURUL JANNAH BINTI ZULKIFLI
MATRIC NO : 232823

CONTENTS
NO TOPIC PAGE
1.0 Introduction : what is Accountability in Human Resource Management
(HRM) ?
3
2.0 Accountability System : Applying in HRM 4
3.0 Accountability roles and responsibilities : who is accountable ? 5-6
4.0 Conclusion 7
5.0 Reference 8

1.0 Introduction : what is Accountability in Human Resource Management (HRM) ?
Accountabilities in Human Resource Management is all about accepting the responsibilities and
the consequences that may result from all the high levels performance, innovative, well trained
and talented, well communicate and etc. Accountability also means being able to demonstrate
and possibly document the result achieved. (R. Lloyd, 2004) When everyone is accountable, they
can work together with much higher level of trust and cooperation, then achieve a real teamwork.
The success of any organization depends on its employees and managers, do more than just
establish expectation. Give a mutual trust to employees so that they can recognise a sense of
ownership in the organization and their work are more responsible and productive. To get
maximum result from employees, organization or managers need to build strong relationship
with employees to support maximum accountability. Accountability is not a problem when
relationships are built by trust, mutual respect, clear communication and negotiated agreement,
skillful delegation, reinforcement of desire behaviors, and appropriate handling of problems and
mistakes.
Set clearly defined goals that everyone will share and support. Ensure a high level of
commitment from employees by going a step further and involving employees in overall
decision making so that their confident and faith in the organization will grow. Help employees
to reach greater heights of self-achievement by give them a trust on making their own decision,
let them being more innovative, dependable and team-oriented. It help employees to be more
accountable on their work.
Employees more likely to be accountable on work when the managers communicate the
importance of the work being assigned and rewards that would result successful outcomes. The
rewards can comes with giving employees bonus, extra time off, credit, promotion, celebratory
dinner and etc.
3

2.0 Accountability System : Applying in HRM
Human resource management accountability system is a technique and instrument that can help
develop accountable on work. The purposes of the accountability system is to establish HRM
goals and measures, establish accountability for goals and measures, measure performance,
evaluate and utilize measurement information, assess and improve accountability process.
As the graphic shows, HRM accountability starts with identifying the agency strategic goals.
Following that, agency HR goals in support of the strategic goals are defined. Then, performance
measures are developed and a baseline established to assess whether the goals are being met. But
the process does not stop there. HR goals must be widely communicated. HR measures must be
collected, tracked, and evaluated, and the findings communicated throughout the agency. Then,
the agency must use this information to make improvements where necessary. Periodically, the
HRM accountability process itself needs to be evaluated to ensure that it accomplished what was
4

needed in the most efficient and effective way. If not, improvements should be made to the
system. A general assessment should also be made of overall HRM effectiveness. Finally, the
process starts over at the beginning, with goals changing as necessary based on the information
gathered from the review and the changing needs of the organization and its customers.
5

3.0 Accountabilities roles and responsibilities : who is accountable ?
Now that we have identified the “why” of accountability, it is important to identify the “who.”
Who is accountable for HR decisions and what responsibilities do they hold? delegating key
HRM authorities to managers and following a more collaborative approach between managers
and the human resources staff in the decision-making process for those HRM authorities retained
by the HR Staff delegated authorities within the agency are a shared responsibility between the
manager and the HR Staff. All HRM decisions must adhere to the Merit System Principles, the
foundation of the Civil Service; not be proscribed by a Prohibited Personnel Practice; and
comply with established laws and regulations. shared accountability for the achievement of those
HRM goals.
Transitioning to Shared HRM Accountability
To facilitate a successful transition to this more collaborative approach, HR Staffs, managers,
and top management need to redirect their efforts in several different areas.
6

HR Staffs must:
1. Focus more on creating value than running programs.
2. Become actively involved in the development of HRM goals and strategies in support of
mission accomplishment and the effective communication of those policies to managers.
3. Act as consultants to managers on HRM issues, helping and encouraging them to consider
the people aspect of their business decisions.
4. Simplify, streamline, or automate existing HRM processes such as staffing and
classification.
5. Provide managers with accessible on-line HRM information.
Managers must:
1. Increase their knowledge of Merit System Principles, Prohibited Personnel Practices, and
HRM laws and regulations.
2. Develop a clear understanding of how HRM decisions affect mission accomplishment and
how business decisions impact people.
3. Ensure the proper exercise of HRM authorities.
Agency top management must:
1. Recognize and communicate that people in an organization are the single most valuable
and irreplaceable resource.
2. Demonstrate a strong commitment to HRM accountability and the shared roles between
managers and HR Staffs.
7

Conclusion
As a conclusion, Human Resource Management accountability is highly visible and significant,
many HR professionals are still reluctant to accept this responsibility and meet the demands of
accountability. It require upfront planing, some additional tasks, and more importantly, a change
in philosophy and attitude of not only the human resource staff, but of those it serves.
The relationship between managers and employees is the key to maximum accountability. A
relationship build on mutual trust and respect, effective communication, and good problem
solving skills is more likely to foster accountability for achieving desired results.
The need for the increase accountability of the HRM function in organization is continuing to
grow in importance and influence. For example by vast potential to enhance productivity,
improve quality, spur innovation, contain costs and satisfy customers.
Finally, managers cannot just have a policy requiring it, cannot ask employees to be
accountability. To develop accountability, managers have to encourage, nurture, teach, and
rewards it in others. In the end, accountability in HRM lead organization to be more productivity,
develop ability and willingness to be more accountable.
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References
Book Reference
Jack J. Phillips, Accountability in Human Resource Management, Gulf Publishing Company,
Texas : Houston, 1996
Sam R. Lloyd, Accountability: managing for maximum result, Crisp Publication, USA : Menlo
Park, 2004
National Academy of Public Administration, Measuring Results: Successful Human Resources
Management, September 1997
Merit Systems Protection Board, Federal Personnel Offices: Time for a Change?, August 1993
Web Reference
http://jom.sagepub.com/content/25/3/385.refs
http://www.sciencedirect.com/science/article/pii/S1053482204000026
http://www.merriam-webster.com/dictionary/accountability
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