Dysfunctions of Personnel Work in Government Agencies

This article examines the effectiveness of HR departments in government agencies and identifies challenges and shortcomings in the use of HR technologies. The article aims to analyze HR dysfunctions in government agencies and identify potential growth areas and development reserves. The research method was face-to-face semi-structured interviews with federal government employees (n = 9, January 2025, Moscow). The study identified the following dysfunctions: a lack of transparency and objectivity in competitive procedures for filling positions in government agencies, a lack of standards for recording the individual contribution of employees to the performance of structural subdivision tasks, the formal nature of performance appraisal procedures, and low potential for utilizing traditional personnel reserves. It is concluded that the identified dysfunctions result in decreased motivation and loyalty among civil servants, increased costs for their professional development, and disruptions in the professional identity and value structure of the civil service. Potential growth areas include the implementation of clear personnel planning and work standards for civil servants, enhancing the competencies of HR staff, and centralizing personnel management within government agencies. Potential for development lies in the valuemotivational sphere of civil servants, measures to increase the transparency of personnel procedures, expanding the potential for personnel reserves among rank-and-file public servants, and the active use of horizontal and vertical rotation tools.

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