1. Strategic Human Resource Management SHRM

2. Public administration must meet the challenge of changing social needs and priorities, new directions in public policy, demands for greater citizen involvement in the decision-making process, as well as pressures for increased accountability and productivity in government.

4. Public agencies must be prepared to adapt quickly to changes in their external and internal environment.

5. As a result of these challenges, strategic planning, reengineering, quality process management, organizational capability, team management, and culture change are terms being used with increasing frequency by public sector agencies.

6. Theses initiatives requires new human resource management strategies and practices.

7. In many public agencies, human resource management departments are thought to be concerned with only the tasks or functions of human resource management such as staffing, evaluation, training, and compensation.

8. Or they are perceived as regulators and enforcers, concerned with compliance to rules and regulations. Very rarely are they perceived as partners willing and able to work with line managers and staff to make public agencies more effective.

9. Human resource management departments need to expand their scope of activities beyond their typical tasks and emphasis on enforcing regulations and instead of link their activities into the everyday work of manager and employees.