Centralization as a mechanism for improving personnel activities in the state civil service

Abstract

The current civil service personnel system faces the need for transformation aimed at creating an optimal HR model. These changes are based on the introduction of a fullfledged HR cycle within executive bodies, embodying departmental specifics, organizational autonomy, and flexibility in personnel decisions while ensuring uniformity of personnel procedures, digital integration, and anti-corruption controls. The purpose of this article is to provide a theoretical and applied justification for centralization as a mechanism for improving personnel management in the civil service. The article’s conclusions and propositions are based on an analysis of scientific publications that reveal the characteristics, advantages, and limitations of centralized, decentralized, and mixed models of HR management in the federal civil service. This analysis allowed us to identify key characteristics of centralization as a mechanism for improving HR management. The identified characteristics of centralized, decentralized, and mixed models of HR management formed the basis for practical proposals for their application in the context of institutional transformation of HR management in the federal civil service. It is substantiated that centralization in the context of the transition from personnel administration to the optimal organizational structure of the personnel service of the civil service, regulating the full cycle of personnel management, appears to be optimal.