HUMAN RESOURCE POTENTIAL IN PUBLIC SERVICE ACTIVITIES: INCREASE THROUGH THE PROCESS OF INTELLECTUALIZATION
DOI:
https://doi.org/10.51547/ppp.dp.ua/2024.6.12Keywords:
public service, public administration, employees, management decisions, personnel security, human resources potential, intellectualization process, professional competence, innovative approachesAbstract
The purpose of the study is to characterize the features of increasing human resource potential in public service activities through the process of intellectualization. The object of the study is the public service. The main task of the article is to determine how the process of intellectualization makes it possible to increase human resource potential in public service activities. It has been established that the process of intellectualization is a determining factor in increasing human resource potential in public service activities, since it directly affects the level of professional thinking and the ability of employees to effectively solve urgent public administration tasks. It has been determined that human resource potential is formed not only due to basic competencies, but also due to the ability to think critically, apply new methods of work and generate ideas that help develop management decision strategies. The main components of this process are characterized: professional competence, value orientation, intellectual flexibility and focus on innovation. It is these components that create conditions for synergy that activates the potential of employees and ensures personnel security. It is proven that the integration of intellectual approaches into the practice of public administration increases the level of efficiency and quality of managerial decision-making. First, employees who constantly improve their ability to analytically think respond more quickly to environmental challenges and make informed decisions. Second, thanks to the process of intellectualization, a culture of mutual learning is formed, when acquiring new experience becomes a common value of the team. Third, the active implementation of innovations in the public service contributes to increasing the transparency, flexibility and effectiveness of public administration in general. It is determined that the further development of professional training of employees should be based on a systematic approach to improving intellectual abilities and stimulating creative thinking. It is characterized that these prerequisites form a favorable climate for the development of innovative solutions, strengthen human resources potential and prevent the emergence of crisis phenomena.
References
Sushynskyi, O. I., Khudoba, O. V., Zayats, D. D., et al. (2013). Publichna sluzhba v Ukraini: kontseptsiia ta praktyka rehionalnoi kadrovoi polityky [Public service in Ukraine: The concept and practice of regional personnel policy]. NADU, Kyiv [in Ukrainian].
Seriohin, S. M., Lyipovska, N. A., & Seriohin, S. S. (2017). Meritokratychnyi pidkhid do doboru na publichnu sluzhbu [Meritocratic approach to recruitment in public service]. Aspekty publichnoho upravlinnia, 5(8-9), 22-35 [in Ukrainian].
Fedets, A., & Lipentsev, A. (2005). Suchasni modeli derzhavnoi sluzhby [Modern models of public service]. Aktualni problemy derzhavnoho upravlinnia, (2), 235-253. Odessa: ORIDU NADU [in Ukrainian].
Kuybida, V. S., & Khorosheniuk, O. V. (2016). Orhanizatsiia publichnoi sluzhby Ukrainy [Organization of public service in Ukraine]. Zvoleyko D. G., Kamianets-Podilskyi. [in Ukrainian].
Bakumenko, V. D., Bondar, I. S., Gornik, V. G., & Shpachuk, V. V. (2016). Osoblyvosti publichnoho upravlinnia ta administruvannia [Features of public management and administration]. KNUKiM, Kyiv [in Ukrainian].
Petrenko, O. (2007). Orhanizatsiino-pravovi osnovy politychnoi vzaiemodii v instytuti publichnoi sluzhby [Organizational and legal bases of political interaction in the institute of public service]. Aktualni problemy derzhavnoho upravlinnia, 1, 158-166. Odessa: ORIDU NADU [in Ukrainian].
Khorosheniuk, O. V. (2015). Orhanizatsiia publichnoi sluzhby v Ukraini: teoretyko-pravovyi aspekt [Organization of public service in Ukraine: Theoretical and legal aspect]. Lviv: LRIDU NADU [in Ukrainian].
Vashchenko, K. O. (2017). Profesiina pidhotovka derzhavnykh sluzhbovtsiv: teoriia, metodolohiia, praktyka [Professional training of civil servants: Theory, methodology, practice]. Mistо NV, Ivano-Frankivsk [in Ukrainian].
Seriohin, S. M., Borodin, Ye. I., Lyipovska, N. A., et al. (2017). Publichna sluzhba: systemna paradyhma [Public service: A systemic paradigm]. DRIDU NADU, Dnipro [in Ukrainian].
Yanyuk, N. E. (2010). Aktualni problemy formuvannia publichnoi sluzhby v Ukraini [Current issues of public service formation in Ukraine]. Visnyk Lvivskoho un-tu, 51, 162-167 [in Ukrainian].
Khorosheniuk, O. V. (2014). Utochnennia pereliku ta hrup subiektiv publichnoi sluzhby [Clarification of the list and groups of public service subjects]. Teoriia ta praktyka derzh. upravlinnia, 3, 230-238. [in Ukrainian].
Popov, I. V. (2024). Pryntsyp vidkrytosti u diialnosti subiektiv publichnoi sluzhby: skladovi elementy ta realizatsiia [Principle of openness in the activities of public service entities: Components and implementation]. Derzhava ta rehiony. Seriia Pravo, 1(2), 4-8 [in Ukrainian].
Sylkіn, O., & Shtanгret, A. (2024). Bezpekovi aspekty upravlinnia personalom v umovakh hyperdynamichnoho zovnishnoho seredovyshcha [Security aspects of personnel management in a hyperdynamic external environment]. Naukovi innovatsii ta peredovi tekhnolohii, 9(37), 227-237 [in Ukrainian].
Popov, I. V. (2023). Zastosuvannia personalnoi vidpovidalnosti publichnykh sluzhbovtsiv yak pryntsyp publichnoi sluzhby [Application of personal responsibility of public servants as a principle of public service]. Pravovi novely, 21(2), 54-60 [in Ukrainian].
Runova, N. (2012). Publichna sluzhba v Ukraini: problemy definitysii [Public service in Ukraine: definition issues]. Publichne Pravo, (3)(7), 269-274 [in Ukrainian].
Kryshtanovych, M. (2024). Vplyv intelektualizatsiyi na systemu upravlinnya v diyalʹnosti publichnoyi sluzhby v umovakh suspilʹstva 5.0. [The impact of intellectualization on the management system in public service activities in the conditions of society 5.0.] Socio-Economic Relations in the Digital Society, 4(54), 71-79 [in Ukrainian].
Kryshtanovych M.F. (2024). Vazhlyvistʹ intelektualizatsiyi yak protsesu dlya publichnoyi sluzhby: Vplyv tsyfrovizatsiyi ta hlobalizatsiyi. [The importance of intellectualization as a process for public service: The impact of digitalization and globalization]. Zhurnal “Suspilʹstvo ta natsionalʹni interesyˮ, Seriyi «Publichne upravlinnya ta administruvannya», № 1(9),453-463 [in Ukrainian].
Kryshtanovych M.F. (2025). Suchasne rozuminnya publichnoyi sluzhby: kharakterystyky, osoblyvosti ta vyklyky v umovakh intelektualizatsiyi. [Modern understanding of public service: characteristics, features and challenges in the conditions of intellectualization]. Zhurnal “Natsionalʹni interesy Ukrayinyˮ, Seriyi «Publichne upravlinnya ta administruvannya», № 1(6), 461-469 [in Ukrainian].
