`Jack be Nimble,Jill be Quick': HR Capability and Organizational Agility in the New Zealand Public and Private Sectors

Abstract

This study uses Dyer and Shafer's organizational agility framework to analyze and compare the contribution of human resource strategies and practices to organizational capability in twelve private sector and three public sector organizations. Similarities are found in public and private sector HR practices and priorities, particularly with regard to some aspects of work design, performance management and remuneration, and communication. However, there are also differences, mainly evidenced in the much greater degree of formalization of the HR systems in the public sector organizations and a greater emphasis upon control. A number of reasons for this were identified, including: the public sector regulatory environment; differences in key sources of organizational capability and risk minimization; differences in the nature of work; and the influence of historical legacy and temporal perspective.

Keywords

organizational capability HR practices public and private sectors

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