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E-grāmata: Public Personnel Management: Contexts and Strategies

3.14/5 (39 ratings by Goodreads)
(Louisiana State University, USA)
  • Formāts: 372 pages
  • Izdošanas datums: 14-Dec-2017
  • Izdevniecība: Routledge
  • Valoda: eng
  • ISBN-13: 9781351984522
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Public Personnel Management: Contexts and StrategiesPalielināt
  • Formāts: 372 pages
  • Izdošanas datums: 14-Dec-2017
  • Izdevniecība: Routledge
  • Valoda: eng
  • ISBN-13: 9781351984522
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Now in a thoroughly-revised 7th edition, Public Personnel Management focuses on the critical issues and common processes in the management of public sector personnel. In keeping with prior editions, the text centers on the core processes within public human resource management: strategic workforce planning, effective recruitment and retention, workforce development, and employee relations. Designed to further address the ways in which expectations for human resource managers have changed and develop in recent years, the 7th edition includes several new features and improvements:

  • Substantially restructured, updated, and additional case studies and student exercises

  • Coverage of how the field of Public HRM has been influenced by the two most recent national recessions, economic downturns at the state and local level, privatization and contracting trends at all levels of government, the growing presence of millennial employees in the workplace, issues surrounding social media use within the workplace, the evolving goals of social equity and diversity, and the shifting role and influence of labor unions

  • Discussions of how the growth in information technology capabilities has influenced the major processes within HRM, from workforce analysis through big data analytics to the explosion in automated recruitment, assessment and instructional technologies

  • For the first time, the text includes a robust companion website with Instructors Manual, PowerPoint slides, discussion questions, and suggestions for further reading, to make it even easier to assign and use this classic text in the classroom.

Providing the most up-to-date and thorough overview of the history and practice of public human resource management for both undergraduate and graduate students, Public Personnel Management, 7e remains the beloved text it ever was, ideal for introductory courses in Public Personnel Management, Public Human Resource Management, and Nonprofit Personnel Management.

Recenzijas

"This new edition conveys the importance of a strategic approach to public human resource management as a critical element of a sustainable policy system. It appeals to a new generation of public managers, who will work with an increasingly diverse and multi-generational workforce, while navigating complex systems of multi-actor governance, the very success of which depends upon the effective management of human capital."

Alisa Moldavanova, Wayne State University, USA

"The latest edition of this classic text offers a fresh perspective on enduring themes. Public Personnel Management maintains the focus of earlier editions, while including updated information on contemporary issues like social media and generational shifts. The expertise that these three academic leaders bring to this topic is evident throughout. Their robust treatment of personnel management makes this book required reading for students and practitioners of public administration."

Heather Getha-Taylor, University of Kansas, USA

"The substantially revised 7th edition of Public Personnel Management continues to stand as THE definitive text for students, practitioners, and scholars interested in public sector human resource management. Novices will discover the book is both accessible and easy to comprehend while seasoned practitioners and scholars will find it advances a meticulously crafted, cogent framework that aptly characterizes public sector human resource management. Without a doubt, Llorens, Klingner, and Nalbandians book is a must read for any serious student of the topic."

Edmund Stazyk, University at Albany, SUNY, USA

Part I Introduction
Chapter 1 The World of Public Personnel Management
3(30)
Human Resource Management Functions
4(1)
Public Jobs as Scarce Resources
4(1)
The Four Traditional Values
4(1)
The Four Traditional Public HRM Systems: Patronage, Civil Service, Collective Bargaining, and Equal Employment Opportunity
5(3)
Two Emergent Systems: Privatization and Partnerships
8(2)
Third-Party Government and Nonstandard Work Arrangements
10(1)
Consequences of Privatization and NSWA
11(3)
Conflict and Compromise Among Alternate Personnel Systems
14(2)
Building Governance Capacity
16(5)
Summary
21(1)
Key Terms
22(1)
Discussion Questions
22(1)
Exercise: Values and Functions in Public HRM
23(1)
Case Study: Career Appointments of Political Appointees
23(6)
Notes
29(4)
Chapter 2 Doing Public HRM in the United States
33(28)
Public Employment in the United States: Myths and Realities
34(1)
Shared Responsibility for Public HRM
35(1)
Systems Affect How Public HRM Is Done
36(4)
Design Dilemmas in HRM Systems
40(1)
Role Expectations for HR Managers
41(3)
Key Roles: Technical Expert, Professional, Educator, and Entrepreneur
44(3)
Building a Career in HRM
47(4)
Summary
51(1)
Key Terms
52(1)
Discussion Questions
52(1)
Exercise: Choosing a Municipal Personnel Director
52(1)
Director of Human Resources City of Sunny Skies
52(2)
Exercise Discussion Questions
54(1)
Case Study: The Case for Federal Civil Service Reform
54(1)
Notes
55(6)
Part II Planning
Chapter 3 Thinking Strategically About HRM
61(20)
The Assumptions of Traditional Civil Service Systems
62(1)
Challenges to These Traditional Assumptions
63(4)
Consequences of These Challenges for the Twenty-First Century Public Service Systems
67(1)
The Contemporary Model of Human Resources Management
68(2)
Key Recommendations for Improving Strategic Thinking About Public Sector HRM
70(2)
Workforce Planning as a Key to Strategic HRM
72(1)
"Demography Is Destiny: Management Summary"
73(1)
The Role of Indicators and Standards in HRM System Evaluation
73(2)
The Strategic HR Function
75(1)
Achieving Data-Driven HRM Through a Strategic Human Resource Management Information System
75(1)
Summary
76(1)
Key Terms
77(1)
Discussion Questions
77(1)
Exercise: Evaluating Your Human Resources Management System
78(1)
Case Study: Federal Cybersecurity Workforce Planning
79(1)
Notes
80(1)
Chapter 4 The HR Role in Policy, Budget, Performance Management, and Program Evaluation
81(19)
Policymaking, Budgeting, Performance Management, and Program Evaluation
82(5)
How the HR Manager Supports These Processes
87(2)
Managing Contemporary Organizational Performance
89(2)
Enhancing the HR Manager's Role in Productivity and Privatization Decisions
91(3)
Summary
94(1)
Key Terms
95(1)
Discussion Questions
95(1)
Exercise 1: A Day in the Life of a City Manager
95(2)
Exercise 2: Privatization
97(1)
Case Study: Privatization and Inequality
97(1)
Notes
98(2)
Chapter 5 Defining and Organizing Work
100(22)
Job Descriptions: Different Groups Have Different Objectives
101(5)
Job Analysis and Job Descriptions: Moving Toward a Better Model
106(7)
The Role of Job Descriptions in Alternate Public Personnel Systems
113(2)
Summary
115(1)
Key Terms
115(1)
Discussion Questions
116(1)
Exercise: Who's Most Qualified to Be Minority Recruitment Director?
116(3)
Case Study: Classification Reform
119(2)
Notes
121(1)
Chapter 6 Rewarding Work: Pay and Benefits
122(33)
The Contemporary Pay and Benefits Environment
123(1)
The Elements of a Total Compensation Package
124(1)
Laws Affecting Compensation Policy and Practice
125(1)
Strategies for Setting Pay in Public Agencies
126(5)
Pay for Performance
131(4)
Issues Involved in Pay Disparity Based on Race and Gender
135(1)
Setting Pay in Alternate Personnel Systems
136(1)
Required Employee Benefits
137(1)
Optional Employee Benefits
138(4)
Emergent Employee Benefit Issues
142(3)
Pay, Benefits, and Conflict Among Personnel Systems
145(1)
Summary
145(1)
Key Terms
146(1)
Discussion Questions
146(1)
Exercise: Reducing Unscheduled Absenteeism
147(1)
Case Study Exercise: Federal Pay Comparability
147(1)
Notes
148(7)
Part III Acquisition
Chapter 7 Social Equity and Diversity Management
155(23)
The Context for Equal Employment Opportunity, Affirmative Action, and Diversity Management
156(2)
Affirmative Action Compliance
158(1)
Impact of Case Law on EEO and AA Compliance
159(3)
Contract "Set-Asides"
162(1)
From Affirmative Action to Diversity Management
163(8)
The Role of the HR Manager in Achieving Productivity and Fairness
171(1)
Summary
172(1)
Key Terms
173(1)
Discussion Questions
173(1)
Exercise 1: Equal Employment Opportunity or Affirmative Action?
174(1)
Exercise 2: Social Equity versus Employee Rights
174(1)
Exercise 3: From EEO and AA to Diversity Management
175(1)
Case Study: Ricci et al. v. DeStefano 2009
176(1)
Notes
176(2)
Chapter 8 Recruitment, Selection, and Promotion
178(23)
The Acquisition Function
179(1)
Value Conflicts and the Acquisition Function
179(1)
External Influences and Contemporary Challenges
180(2)
Steps in the Staffing Process
182(4)
Timely Hiring Practices
186(1)
Recruitment and Selection Models
187(6)
Test Validation and the Acquisition Function
193(1)
Test Validation Methods
194(1)
Summary
195(1)
Key Terms
195(1)
Discussion Questions
195(1)
Exercise: Driving Forces of Change in Recruitment and Selection
196(1)
Case Study: Information Technology Recruitment
196(1)
Notes
197(4)
Part IV Development
Chapter 9 Leadership and Employee Performance
201(23)
Differences Between Political and Administrative Viewpoints
202(4)
Psychological Contracts
206(1)
The Foundation Theories: Explaining Employee Performance With Equity and Expectancy Theories
207(4)
Influences on Employees' Motivation to Perform
211(4)
Influences on Employees' Ability to Perform
215(1)
Organizing for Productivity
215(3)
Summary
218(1)
Key Terms
219(1)
Discussion Questions
219(1)
Exercise 1: Requiem for a Good Soldier
219(2)
Exercise 2: Recruiting an Information Technology Manager
221(1)
Case Study: Employee Job and Workplace Satisfaction in the Law Enforcement Community
221(1)
Notes
222(2)
Chapter 10 Training, Education, and Staff Development
224(21)
Training as Part of Strategic Planning
225(1)
Objectives of the Development Function: Training, Education, and Staff Development
225(2)
Organizational Approaches to Development
227(2)
Developing New Employees
229(2)
Developing Current Employees
231(2)
Three Roles for the Human Resource Development Specialist
233(1)
Training Needs Assessment, Design, and Evaluation
234(4)
Different Perspectives From Alternate Personnel Systems
238(1)
Summary
239(1)
Key Terms
240(1)
Discussion Questions
240(1)
Exercise 1: Develop a Diversity Training Program
240(1)
Exercise 2: Training Vignettes
241(1)
Exercise 3: "How Should This Management Team Work Together?"
241(1)
Case Study: AT&T's Talent Overhaul
242(1)
Notes
243(2)
Chapter 11 Performance Management
245(30)
Why Evaluate Performance?
246(1)
Performance Appraisal and Alternate Personnel Systems
247(2)
Contemporary Challenges to Performance Appraisal
249(1)
Performance-Based and Person-Based Evaluation Criteria
250(2)
Appraisal Methods
252(11)
Who Should Evaluate Employee Performance?
263(3)
Characteristics of an Effective Appraisal System
266(1)
The Human Dynamics of the Appraisal Process
267(2)
Performance Appraisal, the Sanctions Process, and Fairness
269(1)
Summary
270(1)
Key Terms
271(1)
Discussion Questions
271(1)
Exercise: Evaluating Appraisal Instruments
271(1)
Case Study: New Employee Rating System, Department of Defense
272(1)
Notes
272(3)
Chapter 12 Safety and Health
275(26)
The Legal Framework for Workplace Safety and Health
277(3)
Improving Workplace Health and Safety
280(2)
Workplace Violence
282(3)
Disaster Preparedness
285(1)
Substance Abuse: Tobacco, Alcohol, and Illegal Drugs
286(3)
Life-Threatening Diseases
289(1)
Employee Wellness Programs
290(1)
Balancing Organizational Effectiveness and Employee Rights
291(1)
Summary
291(1)
Key Terms
292(1)
Discussion Questions
292(1)
Exercise: Developing a Workplace Medical Marijuana Policy
293(1)
Case Study: Workplace Violence-"In Hindsight, We Could See It Coming"
293(1)
Notes
294(7)
Part V Sanctions
Chapter 13 Organizational Justice
301(29)
The Sanction Function
302(1)
Establishing and Maintaining Expectations
302(1)
The Sanction Function in Alternate Personnel Systems
303(2)
The Contemporary Scene
305(1)
Protecting Employees' Constitutional Substantive Rights
306(3)
Protecting Employees' Constitutional Procedural Rights
309(7)
Ongoing Issues
316(6)
Public Employee Liability
322(1)
Summary
323(1)
Key Terms
324(1)
Discussion Questions
324(1)
Exercise: Social Media Policy
325(1)
Case Study: Juan Hernandez v. The County
326(2)
Notes
328(2)
Chapter 14 Collective Bargaining
330(25)
Collective Bargaining: History and Legal Basis
331(5)
Collective Bargaining, Individual Rights, and the Constitution
336(1)
Collective Bargaining Practices
337(4)
The Future of Public Sector Labor Relations
341(1)
Managing the Workforce of the Future
342(8)
Summary
350(1)
Key Terms
350(1)
Discussion Questions
351(1)
Exercise: Good Management or Bargaining in Bad Faith?
351(2)
Case Study: Union Views on Privatization and Outsourcing
353(1)
Notes
354(1)
Index 355
Jared J. Llorens is Director and Associate Professor of the Public Administration Institute in the E. J. Ourso College of Business at Louisiana State University, USA.

Donald E. Klingner is Distinguished Professor and Director of the Master's in Public Administration program in the School of Public Affairs at the University of Colorado-Colorado Springs, USA.

John Nalbandian is Professor Emeritus in the School of Public Affairs and Administration (SPAA) at the University of Kansas and Visiting Professor of Practice at Virginia Tech University, USA.
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