Theorizing Social Protection: a Synthesis of Institutional, Interactionist and Holistic Perspectives

In the realm of social services, as with other vital areas of national importance, human resources management (HRM) is of great importance since the key to economic progress in the 21st century is the effective and targeted use of human capital. The issue of human resources development is particularly important for enhancing the effectiveness of social services in the Republic of Armenia. It is reasonable to study the issue of human resources management within the framework of the Unified Social Service (USS). This institute is responsible for the provision of social protection services. This article examines the best practices of HRM, focusing on two main components of it: staffing and performance management. Information for this study about the USS, its personnel, and work-related challenges stems from interviews with social service specialists. During the study, several critical aspects of the USS were noted, including issues associated with selection and staffing due to low wages and scope of work, various bureaucratic bottlenecks, and lack of opportunities for career advancement. Further, the article discerns significant shortcomings in the performance management systems: absence of certain essential elements such as key performance indicators (KPI), feedback systems, and demotivational performance reward structures to even the high achievers. It was concluded that more effective recruitment methods should be implemented in order to reform the HR management system within the USS and to boost service quality and employee performance. With the above modifications, the USS will have sufficient potential to improve the quality of services provided, meet public needs, and endorse employee motivation and performance. The scientific novelty of this article lies in its context-driven approach to HRM within Armenia’s USS, focusing on reforms and performance evaluations specifically adapted to Armenia’s social sector. It introduces a localized perspective on recruitment challenges, providing actionable insights that are sensitive to Armenia’s unique socio-economic environment. By comparing private-sector performance models with Armenia’s public social services, the article highlights the need for a sector-specific approach rather than a direct private-sector application. The proposed reforms are particularly innovative, as they are tailored to Armenia’s regulatory and socio-economic framework, addressing HRM issues uniquely within the context of Armenia’s social protection system.