Civil service systems and HRM public service reforms

Abstract

This Chapter illustrates that a variety of reforms have been introduced regarding Civil Service Systems and HRM Public Service Reforms. These have contributed and strengthened the thrust towards enhancing professionalism in HRM practices within the Public Service. However, despite these important reforms, several other reforms are required to strike a balance between the exigencies of the Public Service and the improvement of the wellbeing and performance of public officers through telework, work-life balance, family-friendly measures and training. Government is the largest employer in Malta; thus, this balance is difficult to achieve, particularly when considering the reliance that a small island state has on the Public Service. This challenge is further accentuated with the unanticipated circumstances, significantly the crisis of COVID-19 that has highlighted the need to invest more in human resources management and new ways of conducting normal work practices. Programmes intended to promote and foster motivation in Public Service employees are to be particularly emphasized. Motivational systems vary from the performance management programmes that specifically focus on performance appraisal, to robust flexible work-life balance arrangements. The former has seen a radical improvement in the last 6 years, but the latter needs a more solid framework in an era where teleworking and flexibility is dominating the labour market. The reform related to the Institute for Public Services is to be continued and consolidated, especially about the aspect of instilling the Public Service values and excellence in all training provided by the Institute. The long-term vision of the Institute is to transform itself into an Academy that marks the professional status of a rapidly evolving Public Service.