L’evoluzione del ruolo delle ICT e della digitalizzazione nella pubblica amministrazione per una gestione più efficiente ed efficace delle risorse umane

The search for efficient and effective performance has always been a central theme in public management studies. The current context has seen a significant impact from the pandemic on the methods used to carry out work tasks. Therefore, a reflection on the evolution of work conditions within the public sector toward managerial efficiency and effectiveness seems particularly relevant. In the Italian context, more than 10 years have passed since the so-called “Brunetta reform” (from the name of the then Minister of Public Administration, who this year found himself in the same role), consisting of Legislative Decree 150 of 2009, which addressed the optimization of public work productivity and the efficiency and transparency of public administrations. This regulatory intervention constitutes a milestone for the Italian public administration, and numerous studies have already been produced on its impact on the management of the Italian public sector. Among the central elements of the correct application of this reform are the role of technological change and the ability of management to use new technological solutions to increase the efficiency of production processes. Information and communication technologies (ICT) and the digital governance era have posed important challenges by stimulating public organizations’ capacity for innovation. These elements were particularly relevant during the pandemic period, with the almost obligatory use by all public administrations of more or less intense forms of smart working. Theories on change management are also linked to these concepts, in which management must demonstrate that it is able to proactively manage internal and external change instead of waiting for change to occur in the social context. Starting from these premises, this work will use a case study of an Italian Municipality of medium size. More specifically, the analysis will focus on the business unit of “human resources management” and examine four temporal phases, which will be divided according to the technological evolutions that have characterized the organization. In particular, we will analyze the opportunities that influence the management of human resources, such as technological innovation, communication with service users, salary, and finally the “informal employee network.” The latter is represented by the balance between rigid and formal personnel management with a more unofficial and informal approach, which can improve the organizational climate and induce employees to work with greater impulse and dedication. In this sense, the staff must be involved in the achievement of the administration’s objectives, which must not be seen as imposed by the politicians, but rather as a goal to be achieved through the joint and united effort of all subjects belonging to the organization. A fundamental aspect is represented by a coherent evaluation system, which allows efficient performance measurement and encourages employees to improve their performance through reward systems. The case in question presents the opportunity for a more general analysis of the management systems of human resources management—a central element in the current scenario of the public administration, which is trying to recover from the pandemic emergency—while also taking advantage of what has been learned during that event.