The transformation of the HR function in public authorities based on the client-centricity standard: the organizational culture aspect

Abstract

The article analyzes the transformation of the HR function within public authorities on their shift towards a client-centric organizational culture. Modern public administration faces many obstacles to transformation, namely a conventional bureaucratic culture (an emphasis on regulations) and inflexible legislation, which diminish citizen satisfaction and erode confidence in the government. This study aims to identify the key elements of HR transformation and develop fundamental approaches to integrating a customer-centric perspective into HR processes. The article will also examine how culture influences employee development and create a model for HR transformation. The study revealed that organizational culture is a key driver of change. The author proposes a three-level transformation model incorporating stages of HR process reengineering and participant roles. The study shows that transitioning from a norm-centric culture to a client-centric culture is only possible if HR departments shift from an administrative to a strategic role. The findings confirm the hypothesis that taking a systematic approach to cultural development reduces staff resistance and helps to ensure the long-term success of innovations in the public sector.