1. Human Resources and Efficiency in Public Administration Ing. Libuše Měrtlová Mgr. Zdeňka Dostálová VŠP Jihlava

2. Introduction Information and knowledge – primary source of economic growth in society of knowledge Crucial factor of each company‘s development: people and their ability to use other sources (material, financial) Service companies – higher profits and market value than traditional production companies

3. The Skandia Market Value Scheme

4. Human Capital OECD guideline Measuring and Reporting Intellectual Capital: intellectual capital = human capital + structural capital + social capital Human capital – knowledge in the minds of employees – creativity, experience, skills, abilities, motivation, loyalty, satisfaction, willingness to learn, etc. – leaves organization when experts leave, employees carry it home from work every day

5. Structural Capital Organizational processes, procedures, systems, databases, company culture, etc. Control centre and its methods, ability to learn, intellectual property rights (brands) etc. Classified into organizational and customer capital

6. Customer Capital Issues connected with customers Customer databases, customer relations Increasingly important Precondition for company‘s survival, competitive advantage creating, quality of outputs, and product certification

7. Research Evaluating the level of public administration College of Polytechnics internal grant Public administration organizations in the Vysočina Region (2 phases – employees, clients) 1st phase - 3 stages: – Jihlava town council – regional authority – 25 municipalities and LAUs in the region

8. Research Respondents 30 % of employees, random choice, anonymous responses Personal evaluation of work conditions 60 questions in 6 topics: HR, organizational capital, information capital, customer capital, performance measuring, innovation capital Answers: yes, no, other options, no answer

9. Table 1: Answers of organization I employees – Human Resources Answersyesno other options according to question without answer question 197001 question 288802 question 3038582 question 493302 question 596002 question 67013015 question 7678023 question 86618014 question 96320015 question 104838120

10. Graph 1: Answers of organization I employees – Human Resources

11. Table 2: Answers of organization I employees– Customer capital Answersyesno other options according to question without answer question 1748115 question 2769220 question 31868012 question 488109 question 51276010 question 61059029 question 71958021 question 889207 question 97211312 question 106817013

12. Graph 2: Answers of organization I employees – Customer capital

13. Table 3: Answers of organization I employees – Organizational capital Answersyesno other options according to question without answer question 189405 question 22358116 question 3763172 question 478911 question 5177704 question 6248111 question 77114013 question 87413011 question 9841301 question 106618014

14. Graph 3: Answers of organization I employees – Organizational capital

15. Table 4: Answers of organization I employees – Innovation capital Answersyesno Other options according to question Without answer question 16619013 question 215432812 question 31568015 question 4176021 question 5964322 question 6654038 question 72361014 question 81665017 question 96203933 question 105125022

16. Graph 4: Answers of organization I employees – Innovation capital

17. Human Capital Reserves: – communication and sharing the organization’s values – system of assessing work performance – consequently work performance management.

18. Customer Capital Reserves: – higher interest in the clients – holding marketing events of the organization (are they suitable in public administration?) – introducing regular satisfaction surveys of clients leaving the office – surveys of needs of the incoming clients

19. Organizational capital Positive evaluation – company’s possibility to conform to the changing conditions – possibility of building work teams – prevailing democratic style of management Reserves – increasing personal responsibility in implementing work tasks – reduction of levels in the organizational chart – improving the communication of the organization’s strategy, vision, and mission to its employees

20. Innovation capital Reserves: – low possibility of personal influencing innovation implementation – insufficient evaluation of innovation changes efficiency – no feedback – insufficient motivation of employees to suggest new methods of work

21. Thank you for your attention Ing. Libuše Měrtlová, VŠP Jihlava, mertlova@vspj.cz, +420723313956mertlova@vspj.cz Mgr. Zdeňka Dostálová, VŠP Jihlava, dostalova@vspj.cz, +420567141111dostalova@vspj.cz