This thesis is derived from a work project, the consideration of approaches to the
development of Human Resource Management competency standards for the Australian
Public Service. The thesis is a vehicle for examining and exploring a complex Human
Resource Development strategy, through dealing with the details of the project. This
project was undertaken from 16 January to 13 April 1995. The project occurred in a
turbulent environment with limited resources.
The decision whether or not to develop Human Resource Management competencies was
an important step in the implementation of the National Training Reform Agenda by the
Australian Public Service, being influenced by a number of changes in the national
environment as well as having to accommodate a number of factors internal to the
Australian Public Service. Factors included: the impact of changes to vocational
education and training at the national level such as the introduction of the Australian
Qualifications Framework; the impact of a devolved management structure; the differing
needs of stakeholders; the need to accommodate industrial relations issues; and the impact
of resource constraints (including time).
The thesis explains the context and conduct of the project. It critically examines the
development of action plans and progress made over the course of the project. It explains
the process and content of project activities and provides comments on them. This allows
insights into the development of Human Resource Development policy in the public
sector. In particular it shows how the nature of the project changed from its anticipated
focus on competency identification to its final focus on preparing advice to the Joint
Australian Public Service Training Council. That advice recommended that separate
Human Resource Management competency standards should not, after all, be identified.
It concluded that they should be integrated with the core competency standards for the
Australian Public Service.
The thesis reflects on key aspects of the project including its subject matter, processes,
and outcomes. Some of these concern the impact of the systemic, conceptual and
structural changes in the National Training Reform Agenda on strategic Human Resource
Development. In addition the thesis reflects on the many roles of the project officer in
strategic Human Resource Development activities, suggesting that the project officer
should act as a consultant rather than servant. To illustrate this point the thesis describes
how the project officer was able to facilitate processes during this project that resulted in
management accepting outcomes that differed from their expectations but better met their
needs. The work of Lippitt and Lippitt (1986) is found to be helpful in identifying the
project officer's roles.
Finally the thesis considers the outcomes of the project in the light of the publication of the
Karpin report (1995) and finds that the outcome is consistent with the thrust of that
report.
| Identifer | oai:union.ndltd.org:ADTP/219207 |
| Date | January 1996 |
| Creators | McNeill, Matthew, n/a |
| Publisher | University of Canberra. Professional and Community Education |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | ), Copyright Matthew McNeill |
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