A Study on Attitude Typologies Toward Government Human Resource Management: Focusing on Public Servants' Perspectives

If effective human resource management (HRM) is key to enhancing the competitiveness of government organizations, understanding what public servants want and prioritize in their roles becomes crucial. By reflecting diverse opinions and needs, tailored strategies can be developed, which provide a basis for policy improvements and changes during the system implementation process, and offer rational solutions to reduce resistance within the organization. Therefore, this study seeks to categorize the various perceptions public servants hold toward government HRM and to compare the characteristics of each type using Q methodology. Specifically, the study focuses on strategic HRM and electronic HRM, which are recognized as critical objectives in contemporary HRM. The analysis identifies four broad categories of desired directions for government HRM: 1) establishing a rational system to enhance HRM acceptability, 2) designing predictive HRM based on long-term goals, 3) implementing HRM that drives changes in both government organizations and their members, and 4) providing personalized, satisfaction-oriented HRM opportunities. Based on these findings, the study offers strategic recommendations for improving government HRM moving forward.