HR Selection Distortions: A theoretical framework for the Fiji Public Service

Despite being frequently perceived as a pertinent issue necessary to critically examine how incumbents are selected on merit, HR selection distortions is typically illdefined and poorly explained in much debate, hence, more precision in terms of contextualization of practice is needed. Through explaining and synthesizing the work of a number of scholars from different disciplines, the paper develops a theoretical framework for a meta- analysis, which begins with an exploration of the relationship between HR selection, networking and relational ties, employee’s justice perceptions, group heterogeneity and worker performance in Fiji’s public service institutions. The theoretical framework provides the leeway for the research questions to be answerable and the postulated hypotheses testable. However, more needs to be done to explain not only the nature and emergence of HR selection distortions but also the very real problems it faces in sustaining itself, let alone transforming the hiring processes in Fiji’s public service. The value of the paper lies in its theoretical innovation, drawing on a range of disciplines, and its attempt to situate HR selection distortions precisely, conceptually, theoretically, and practically

Pursuit of Excellence in Service Quality, Part I

The COVID pandemic has highlighted, and arguably increased, the range of service supply channels and business models, for example: business-to-business and business-to-customer; with additional complexity resulting from using digital platforms, face-to-face, and telematics. We are witnessing the demise of manufacturing capabilities in the western world, corresponding with a dramatic increase in service-based economies. This change begs questions such as: What must be done to ensure excellent quality across these dynamic channels and operational models? Do we really know what our customers regard as good service? Does this perception change across segments and demographics? How can we continue to be ahead of our customers’ desires and aspirations? Is excellent service quality solely measured by ‘fit for purpose’? Can we adapt or adopt manufacturing quality models for services

Determinants of household savings behavior in an emerging economy: marketing vs non market factors

Savings and Investment are key requirements for growth in developing countries. This research examined the savings behavior of the two ethnic communities in Fiji, Indo-Fijians and Fijians. It found that the Fijians generally do not save and those who save, their savings rates are low. On the other hand, most of the Indo-Fijians save and their savings rate are also high relatively. Apart from the identified market market factors, Fijians have an added factor that tends to drain off any excess income that they can save

The Influence of Social Capital through Networking Ties on Human Resources Selection Policies and Decision Making

The impact of social capital through network ties on human resources (HR) selection decisions and policies has not been adequately explained in much of the debate over the operation of state institutions and the public service. Social capital issues in Fiji have gradually shaped HR selection decisions within the Fijian Public Service (FPS) ever since Fiji became a colonised territory in 1874. The influence continued to the pre and post 1970 independence era and materialised to aggressively influence social and political stability from 1987. Within the transitional era, human resource management (HRM) practices, such as HR selection decisions, have been influenced by social networks and dominant social groups. The statement of this thesis study was declared as follows: “Social capital through network ties influence HR selection policies and decisions within the Fiji Public Service”. Specifically, distinctive pockets of instrumental and affective ties have influenced HR selection decisions since networkings informally infiltrate and corrupt the merits of contemporary HR selection framework, tarnishing the image of the FPS. However, the influences of instrumental ties are more obvious than affective ties. Instrumental based societies and networkings are governed through obligations that are mutual and contractual, whilst affective ties oriented societies are governed by established norms of social obligations through status and seniority. The study has also revealed that key heterogeneity variables and demographics of the FPS correlate with a sustained level of social capital and networking has been influencing FPS employees’ perception of justice on the meritocracy of HR selection decisions. Of significance here is ethnicity. In other words, ethnicity has been the most influencing variable for the social, political and economic environment in Fiji. It has definitely outplaced age and KSA (knowledge, skills and ability). This would also place FPS managers in the position of not making unitary decisions about HR selection. In general, HR selection for entry positions of the FPS do not generally correlate with the required HR selection meritocracy levels, because the application of HR selection policies was not aligned with a desired industry-driven level, in view of national disruptions as stated. All in all, social capital through network ties has indeed influenced HR selection policies and decisions within the FPS

Pursuit of Excellence in Service In Service Quality, Part II

The COVID pandemic has highlighted, and arguably increased, the range of service supply channels and business models, for example: business-to-business and business to customer; with additional complexity resulting from using digital platforms, face-to-face, and telematics. We are witnessing the demise of manufacturing capabilities in the western world, corresponding with a dramatic increase in service-based economies. This change begs questions such as: What must be done to ensure excellent quality across these dynamic channels and operational models? Do we really know what our customers’ regard as good service? Does this perception change across segments and demographics? How can we continue to be ahead of our customers’ desires and aspirations? Is excellent service quality solely measured by ‘fit for purpose’? Can we adapt or adopt manufacturing quality models for services? In part I of the article (MSJ Winter 2022) , the authors provided an introduction and background, and discussed what service delivery organisations must do to continuously deliver on expectations of the majority (or crucial) customers. In Part II, the authors will discuss models of quality assurance and present some empirical evidence in a case study of Amazon