000			01670pab a2200181 454500
008			180718b2017 xxu||||| |||| 00| 0 eng d
100			_aWal, Zeger Van der
245			_aSmall countries, big performers: in search of shared strategic public sector HRM practices in successful small countries
260			_c2017
300			_ap.443-458.
362			_aApr
520			_aThis article compares strategic public sector HRM practices between 10 small countries that have consistently shown extraordinary economic, social, and governance performance. The fact that these small countries, which are traditionally considered to be disadvantaged, have become benchmarks of good government suggests they have uniquely maximized and leveraged their key resource: people. In search of novel lessons, we assess through secondary data how their public sectors have organized and institutionalized four key HRM activities: 1) selection, 2) appraisal, 3) training, and 4) compensation, and whether they engage in strategic, centralized efforts to architect and "bundle" these activities. Our exploratory case study findings show that these high performing countries employ various integrated efforts to attract the best and brightest into their public sectors, and train and reward them well, although they differ in terms of their centralization dynamics. We conclude our article with seven propositions for future research and implications for emerging small countries. - Reproduced.
650			_aPublic administration
650			_agood governance
650			_aHuman resources development
773			_aInternational Journal of Public Administration
909			_a115335
999			_c115329 _d115329