DYNAMIC ROLE-BASED HUMAN RESOURCE ADMINISTRATION: DR-HRA

Abstract

This article proposes a novel conceptual framework for public human resource administration in response to the evolving nature of the contemporary state, characterized by networked governance and multiple functional roles. It introduces the concept of Dynamic Role-Based Human Resource Administration (DR-HRA) as a theoretical framework that addresses the limitations of traditional position-based human resource administration and advocates a paradigm shift toward a role-centered approach to managing public personnel. Drawing upon conceptual analysis and an integrative synthesis of theories from political science, public administration, and human resource management, the article argues that the shortcomings of many public-sector organizations stem not from a lack of resources, but from the growing misalignment between the changing roles of the state and the static nature of existing human resource management systems. It further contends that DR-HRA provides a robust conceptual foundation for civil service reform, strategic public workforce development, and the redesign of public human resource policies to meet the demands of governance in the twenty-first century.