DAVLAT SEKTORIDA MERITGA ASOSLANGAN HRM AMALIYOTLARI ISHGA QABUL QILISHDAN INTEGRATSIYALASHGAN HR TIZIMIGACHA
DOI:
https://doi.org/10.5281/zenodo.22922902Аннотация
В статье анализируется теоретическая ограниченность подхода, сводящего принцип меритократии в государственном секторе исключительно к открытому конкурсу и найму. На основе интегративного анализа 43 источников по государственному управлению, стратегическому управлению человеческими ресурсами (HRM), восприятию HRM работниками и организационной справедливости мерит-ориентированное управление человеческими ресурсами рассматривается как целостная система. Данная система охватывает пять сфер кадровых решений: найм и отбор, оценку эффективности деятельности, должностное продвижение, вознаграждение и признание, а также профессиональное развитие. Эти сферы объединяются такими принципами, как использование критериев, релевантных должности, опора на доказательства, прослеживаемость решений, последовательность и возможность их пересмотра. В статье проводится различие между merit как критерием принятия решений, меритократией как институциональным порядком и организационной справедливостью как восприятием работниками справедливости принимаемых решений.Ключевые слова
заслуга, меритократия, управление человеческими ресурсами, государственная служба, восприятие работников, организационная справедливостьБиблиографические ссылки
1. Weber, M. (1978). Economy and society: An outline of interpretive sociology (G. Roth & C. Wittich, Eds.). University of California Press. (Original work published 1922)
2. Evans, P., & Rauch, J. E. (1999). Bureaucracy and growth: A cross-national analysis of the effects of “Weberian” state structures on economic growth. American Sociological Review, 64(5), 748–765. https://doi. org/10.1177/000312249906400508; Rauch, J. E., & Evans, P. B. (2000). Bureaucratic structure and bureaucratic performance in less developed countries. Journal of Public Economics, 75(1), 49–71. https://doi.org/10.1016/S0047- 2727(99)00044-4
3. Dahlström, C., Lapuente, V., & Teorell, J. (2012). The merit of meritocratization: Politics, bureaucracy, and the institutional deterrents of corruption. Political Research Quarterly, 65(3), 656–668. https://doi.org/10.1177/1065912911408109; Charron, N., Dahlström, C., Fazekas, M., & Lapuente, V. (2017). Careers, connections, and corruption risks: Investigating the impact of bureaucratic meritocracy on public procurement processes. The Journal of Politics, 79(1), 89–104.
4. OECD. (2019). Recommendation of the Council on Public Service Leadership and Capability (OECD/LEGAL/0445). https://legalinstruments.oecd.org/en/instruments/OECD-LEGAL-0445; OECD. (2020). OECD public integrity handbook. OECD Publishing. https://doi.org/10.1787/ac8ed8e8-en
5. Oliveira, E., Abner, G., Lee, S., Suzuki, K., Hur, H., & Perry, J. L. (2024). What does the evidence tell us about merit principles and government performance? Public Administration, 102(2), 668–690. https://doi.org/10.1111/padm.12945
6. Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295–320. https://doi.org/10.1177/014920639201800205; Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802–835. https://doi.org/10.2307/256713; Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221. https://doi.org/10.5465/amr.2004.12736076; Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A systematic review of human resource management systems and their measurement. Journal of Management, 45(6), 2498–2537. https://doi.org/10.1177/0149206318818718
7. Blom, R., Kruyen, P. M., van der Heijden, B. I. J. M., & van Thiel, S. (2020). One HRM fits all? A meta-analysis of the effects of HRM practices in the public, semipublic, and private sector. Review of Public Personnel Administration, 40(1), 3–35. https://doi.org/10.1177/0734371X18773492; Boselie, P., van Harten, J., & Veld, M. (2021). A human resource management review on public management and public administration research: Stop right there…before we go any further…. Public Management Review, 23(4), 483–500. https://doi.org/10.1080/14719037.2019.1695880
8. OECD. (2024). OECD public governance reviews: Uzbekistan: Towards a more modern, effective and strategic public administration. OECD Publishing. https://doi.org/10.1787/2f36d8ec-en
9. OECD. (2020). OECD public integrity handbook. OECD Publishing. https://doi.org/10.1787/ac8ed8e8-en
10. Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16(2), 399–
11. https://doi.org/10.1177/014920639001600208; Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386–400. https://doi.org/10.1037/0021- 9010.86.3.386 AKTABGACHA VA AKTABGACHA VA AKTAB TA’LIMI AKTAB TA’LIMI
12. Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. L. (2000). Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press; Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294. https://doi.org/10.5465/amj.2011.0088; Lepak, D. P., Liao, H., Chung, Y., & Harden, E. E. (2006). A conceptual review of human resource management systems in strategic human resource management research. Research in Personnel and Human Resources Management, 25, 217–271. https:// doi.org/10.1016/S0742-7301(06)25006-0
13. Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221. https://doi.org/10.5465/amr.2004.12736076
14. Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262–274. https://doi. org/10.1037/0033-2909.124.2.262; Sackett, P. R., Zhang, C., Berry, C. M., & Lievens, F. (2022). Revisiting meta-analytic estimates of validity in personnel selection: Addressing systematic overcorrection for restriction of range. Journal of Applied Psychology, 107(11), 2040–2068. https://doi.org/10.1037/apl0000994
15. DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress? Journal of Applied Psychology, 102(3), 421–433. https://doi.org/10.1037/apl0000085
16. Murphy, K. R. (2020). Performance evaluation will not die, but it should. Human Resource Management Journal, 30(1), 13–31. https://doi.org/10.1111/1748-8583.12259
17. Evans, P., & Rauch, J. E. (1999). Bureaucracy and growth: A cross-national analysis of the effects of “Weberian” state structures on economic growth. American Sociological Review, 64(5), 748–765. https://doi. org/10.1177/000312249906400508
18. Deserranno, E., Kastrau, P., & León-Ciliotta, G. (2025). Promotions and productivity: The role of meritocracy and pay progression in the public sector. American Economic Review: Insights, 7(1), 71–89. https://doi.org/10.1257/ aeri.20230594
19. Weibel, A., Rost, K., & Osterloh, M. (2010). Pay for performance in the public sector–Benefits and (hidden) costs. Journal of Public Administration Research and Theory, 20(2), 387–412. https://doi.org/10.1093/jopart/mup009; George, B., & van der Wal, Z. (2023). Does performance-related pay work? Recommendations for practice based on a meta-analysis. Policy Design and Practice, 6(3), 299–312. https://doi.org/10.1080/25741292.2023.2205756;
20. Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451–474. https://doi.org/10.1146/annurev.psych.60.110707.163505; Tharenou, P., Saks, A. M., & Moore, C. (2007). A review and critique of research on training and organizational-level outcomes. Human Resource Management Review, 17(3), 251–273. https://doi.org/10.1016/j.hrmr.2007.07.004
21. OECD. (2024). OECD public governance reviews: Uzbekistan: Towards a more modern, effective and strategic public administration. OECD Publishing. https://doi.org/10.1787/2f36d8ec-en
22. OECD. (2020). OECD public integrity handbook. OECD Publishing. https://doi.org/10.1787/ac8ed8e8-en; Oliveira, E., Abner, G., Lee, S., Suzuki, K., Hur, H., & Perry, J. L. (2024). What does the evidence tell us about merit principles and government performance? Public Administration, 102(2), 668–690. https://doi.org/10.1111/padm.12945
23. Leventhal, G. S. (1980). What should be done with equity theory? New approaches to the study of fairness in social relationships. In K. J. Gergen, M. S. Greenberg, & R. H. Willis (Eds.), Social exchange: Advances in theory and research (pp. 27–55). Plenum Press. https://doi.org/10.1007/978-1-4613-3087-5_2
24. Castilla, E. J. (2008). Gender, race, and meritocracy in organizational careers. American Journal of Sociology, 113(6), 1479–1526. https://doi.org/10.1086/588738; Castilla, E. J., & Benard, S. (2010). The paradox of meritocracy in organizations. Administrative Science Quarterly, 55(4), 543–576. https://doi.org/10.2189/asqu.2010.55.4.543
25. Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A systematic review of human resource management systems and their measurement. Journal of Management, 45(6), 2498–2537. https://doi.org/10.1177/0149206318818718
26. Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221. https://doi.org/10.5465/amr.2004.12736076; Nishii, L. H., Lepak, D. P., & Schneider, B. (2008). Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology, 61(3), 503–545. https://doi. org/10.1111/j.1744-6570.2008.00121.x AKTABGACHA VA AKTABGACHA VA 2026-yil, sentyabr, 9(1)-son AKTAB TA’LIMI AKTAB TA’LIMI 13.00.00 Pedagogika fanlari 13.00.01 Pedagogika nazariyasi. Pedagogik ta’limotlar tarixi 13.00.02 Ta’lim va tarbiya nazariyasi va metodikasi (sohalar bo‘yicha) 13.00.03 Maxsus pedagogika 13.00.04 Jismoniy tarbiya va sport mashg‘ulotlari nazariyasi va metodikasi 13.00.05 Kasb-hunar ta’limi nazariyasi va metodikasi 13.00.06 Elektron ta’lim nazariyasi va metodikasi (ta’lim sohalari va bosqichlari bo‘yicha) 13.00.07 Ta’limda menejment 13.00.08 Maktabgacha ta’lim va tarbiya nazariyasi va metodikasi 13.00.09 Ijtimoiy pedagogika 07.00.00 Tarix fanlari 19.00.00 Psixologiya fanlari 01.00.00 Fizika-matematika fanlari 02.00.00 Kimyo fanlari 03.00.00 Biologiya fanlari 09.00.00 Falsafa fanlari 10.00.00 Filologiya fanlari 11.00.00 Geografiya fanlari AKTABGACHA VA AKTABGACHA VA 2026-yil, sentyabr, 9(1)-son AKTAB TA’LIMI AKTAB TA’LIMI Mas’ul muharrir: Ramzidin Ashurov
Загрузки
Опубликован
Выпуск
Раздел
Лицензия
Copyright (c) 2026 «Maktabgacha va maktab ta’limi» jurnali
Это произведение доступно по лицензии Creative Commons «Attribution» («Атрибуция») 4.0 Всемирная.
Как цитировать
Страницы
Цитирование