A comprehensive study of 52 U.S. communities has found that effective human resources practices in municipal governments directly correlate with higher resident satisfaction and quality of life, according to research released by UKG and Polco.
The study represents the first empirical research to demonstrate a measurable connection between internal HR operations and public perception of government services, said Nick Mastronardi, co-founder and CEO of Polco.
“It validates what many municipal HR professionals have long believed: that investing in city employees leads to better public service,” Mastronardi said.
Five key HR areas drive satisfaction
The research identified five HR strategy areas that show the strongest links to resident satisfaction with municipal services, according to the report titled “Building Better Government from Within: Workforce Excellence and Resident Satisfaction.”
Performance management practices showed the strongest correlation with resident satisfaction. Municipal governments should ensure employees have clear goals and recognize their accomplishments, the study found.
Proper HR staffing with qualified professionals also rated higher in communities with satisfied residents. Adequate staffing helps attract talent and creates positive employee experiences throughout hiring, onboarding and career development, according to the research.
Employee well-being programs for municipal workers correlated strongly to resident satisfaction. These include financial literacy programs, manageable workloads to prevent burnout, and better manager-employee relationships that boost retention, the study found.
Effective recruiting and hiring driven by technology can reduce time-to-hire and expand the qualified candidate pool, helping ensure new hires possess needed skills and embody community values, according to the researchers.
Strong compensation and benefits practices, including pay equity programs, total compensation communication, and flexible leave policies, help attract and retain talent, the study concluded.
Data validates HR investment
The research provides evidence that HR functions as a strategic driver of community satisfaction rather than merely a back-office operation, said Bob Lavigna, public sector fellow at UKG.
“Local governments must meet rising resident expectations while managing tight budgets,” Lavigna said. “With this data, these governments should confidently prioritize HR as a lever for meaningful, measurable civic impact.”
Katherine Barrett, co-principal at Barrett and Greene, which conducted the research, said the findings demonstrate that HR serves as “a frontline driver of public trust” rather than just a critical back-office function.
The study was based on a comprehensive 73-question survey conducted across the 52 communities in partnership between UKG, Polco, and the government management research team of Barrett and Greene, Inc.
Richard Greene, co-principal at Barrett and Greene, said the research proves that investing in workforce performance represents “one of the smartest — and most fiscally responsible — moves government can make.”
