Human Resource Management in Public Service: Paradoxes, Processes, and Problems / Edition 4

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Human Resource Management in Public Service: Paradoxes, Processes, and Problems Fourth Edition offers provocative and thorough coverage of the complex issues of management in the public sector, from both employee and managerial viewpoints. It discusses the issues, explains how they arise, and suggests what can be done about them. It continues to offer paradoxical perspectives about the inherent challenges as well as the unique political and legal context of the public sector management within which they take place. The book covers all of the stages of the employment process, including recruitment, selection, training, legal rights and responsibilities, compensation, and appraisal. Grounded in real public service experiences, the book emphasizes hands-on skill building and problem solving.
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Editorial Reviews

Meghna Sabharwal
"This book is one of the most informative and comprehensive books on the market on Human Resources Management. My students totally love it, and several of them plan on keeping this book as a source of reference for years to come. The book presents a realistic view of the various challenges and opportunities employers and employees are faced with in their organizations. As an instructor, I am very glad to have found the right book for my students."
Jonathan Paquette
“The historical and philosophical dimensions are what makes a good HRM book in public administration, and these are what this book cleverly delivers.”
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Product Details

  • ISBN-13: 9781412991674
  • Publisher: SAGE Publications
  • Publication date: 3/20/2012
  • Edition description: Fourth Edition
  • Edition number: 4
  • Pages: 530
  • Sales rank: 105,251
  • Product dimensions: 7.60 (w) x 9.20 (h) x 1.10 (d)

Meet the Author

Evan M. Berman is Professor of Public Management and Director of Internationalization at Victoria University of Wellington, School of Government. Prior, he was the Huey McElveen Distinguished Professor at Louisiana State University. His areas of expertise are human resource management, public performance, local government, and public governance in Asia. He is past Chair of the American Society for Public Administration’s Section of Personnel and Labor Relations. He has over 125 publications and 12 books, including People Skills At Work (CRC Press, 2011), Essential Statistics for Public Managers and Policy Analysts, Third Edition (CQ Press, 2012), and a trilogy of books on Public Administration in Asia (2010, 2011, 2013, CRC Press). He has published in all major journals of the discipline, is Senior Editor of Public Performance & Management Review, a Distinguished Fulbright Scholar, past University Chair Professor at National Chengchi University (Taipei, Taiwan), and a former policy analyst with the National Science Foundation.

James S. Bowman is a professor of public administration at the Askew School of Public Administration and Policy, Florida State University. Noted for this work in ethics and human resource management, Dr. Bowman is author of over 100 journal articles and book chapters, as well as editor of six anthologies. He is co-author of The Professional Edge: Competencies in Public Service (2nd ed., Sharpe, 2010) and Public Service Ethics: Individual and Institutional Responsibilities (CQ Press, 2015). For nearly two decades, he served as editor-in-chief of Public Integrity, a journal owned by the American Society for Public Administration. A past National Association of Schools of Public Affairs and Administration Fellow, as well as a Kellogg Foundation Fellow, he has experience in the military, civil service, and business.

Jonathan P. West is a professor and chair of political science and director of the graduate public administration program at the University of Miami. His research interests include ethics, public administration, and human resource management. He has published over 100 peer-reviewed articles and book chapters as well as nine books. He is co-author of Public Service Ethics: Individual and Institutional Perspectives (CQ Press, 2015) American Politics and the Environment (2nd. Ed., SUNY Press, 2015) and The Professional Edge: Competencies in Public Service (2nd ed., Sharpe, 2010.) For nearly two decades he has been managing editor of the Public Integrity journal. He served as a Captain in the U.S. Army as a management analyst in the Office of the Surgeon General.

Montgomery Van Wart is a professor at California State University San Bernardino and a visiting professor at the University of Hong Kong. His publications include nine books and a substantial number of articles in the leading journals in his field. His most recent book is Leadership and Culture: Comparative Models of Top Civil Servant Training, with Hondeghem and Schwella (Palgrave Macmillan, 2015). His research areas are administrative leadership, human resource management, training and development, administrative values and ethics, organization behavior, and general management. He also serves on numerous editorial boards and as the Associate Editor for Public Productivity & Management Review. As an instructor, he has spent as much time teaching and facilitating programs for executives and managers in public agencies as he has teaching graduate students. His training programs have been for individuals in all levels of government in the United States and executives and elected officials from foreign countries.

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Table of Contents

1. The Public Service Heritage: Context, Continuity, and Change
A Day in the Life of Maria Hernandez
The Structure and Role of Human Resource Departments
A Dynamic Environment and Key Principles
Historical and Institutional Context
Reforming Government in the Clinton, Bush and Obama Years
Values, Ethics, and Management
Summary and Conclusion
Key Terms
2. Legal Rights and Responsibilities: Laws Governing the Workplace
The Foundations of Employment Law
The Employment Relationship
Balancing Employer, Employee, and Societal Interests
Privacy Issues
Preemployment Investigations: Truth, Personality, Health, Credit, and Criminal Records
Summary and Conclusion
Key Terms
3. Recruitment: From Passive Posting to Social Media Networking
Factors in Recruitment: Employer and Applicant Perspectives
Recruitment Steps
Planning and Approval
Position Announcements
Recruitment Strategies
Enhancing Recruitment Prospects: The Seeker's Perspective
Summary and Conclusion
Key Terms
4. Selection: From Civil Service Commissions to Decentralized Decision Making
The Basis and Origins of Selection
Criteria in Selecting Selection Tests
Selection: Four Screening Phases
Initial Reviewing and Testing
Interviewing and Reference Checks: Narrowing the Pool
General Considerations for Those Conducting Interviews
Unstructured Interview After or in Addition to Structured Interviews
Choosing and Negotiation
Postoffer and Hiring Issues
Summary and Conclusion
Key Terms
Appendix: The Professional Commitment Statement for Job Seekers
5. Position Management: Judicious Plan or Jigsaw Puzzle?
Three Types of Personnel Strategies
The Origins of Position Classification and Management
Job Design and Job Analysis
Job and Position Descriptions
From Jobs to Job Systems
Summary and Conclusion
Key Terms
Appendix: Comparison of a Job and Position Description
6. Motivation: Possible, Probable, or Impossible?
Theories of Motivation: Pull, Push, or Drive
Human Resource Management and the Climate for Motivation: Laying the Foundation
Tools of Motivation
Summary and Conclusion
Key Terms
7. Compensation: Vital, Visible, and Vicious
Equity Theory
The Great Pay Debate
Pay Systems
Labor Market Forces: External Competition
Job Content: Internal Consistency
Personal Allocation: Individual Contribution
Summary and Conclusion
Key Terms
Appendix: Compensation for Graduate Degrees in Public Affairs and Administration
8. Employee-Friendly Policies: Fashionable, Flexible, and Fickle
Workforce and Workplace Trends
Family/Work Programs
Health, Safety, and Wellness Programs
Flexible Work Arrangements
Traditional Benefits: Not-So-Employee-Friendly Trends
Implementation, Assessment, and Evaluation
Avoiding and Coping With Hostility at Work
Best Places to Work
Summary and Conclusion
Key Terms
Appendix A: Questions for Employees and Employers Regarding Telecommuting Arrangements
Appendix B: Some Questions to Answer When Considering Implementation of Employee-Friendly Policies
Appendix C: Family-Friendly Policies
9. Training, Learning, and Development
General Principles of Learning
Training Strategies
Organizational Learning Strategies
Application: Ethics Training
Summary and Conclusion
Key Terms
Appendix: Needs Assessment and Evaluation for Training
10. Appraisal: A Process in Search of a Technique
Types of Appraisal
Rating Errors
Improving the Process
Disciplinary Systems
Summary and Conclusion
Key Terms
11. Unions and the Government: Protectors, Partners, and Punishers
Differing Views of Unions
Paradoxes and Contradictions
Trends and Variations
Summary and Conclusion
Key Terms
Appendix A: Tips for Managers When Dealing With Unions
Appendix B: Tips for Unions When Dealing With Managers
12. Collective Bargaining: Structures, Strategies, and Skills
Structure, Representation, and Collective Bargaining
Strategies and Skills
Hostility Versus Harmony
Summary and Conclusion
Key Terms
Appendix A: Bargaining Checklist and Observation Sheet
Appendix B: Mock Disciplinary Appeal Board Hearing
Conclusion: The Future as Opportunity, Not Destiny
New Technologies and Human Competencies
Taking Indvidual Responsibility for Paradoxes
Public Service as a Calling
The Years Ahead
Envoi: "Dream While Awake"
Author Index
Subject Index
About the Authors
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