×

Uh-oh, it looks like your Internet Explorer is out of date.

For a better shopping experience, please upgrade now.

Human Resource Management in Public Service: Paradoxes, Processes, and Problems / Edition 3
     

Human Resource Management in Public Service: Paradoxes, Processes, and Problems / Edition 3

by Evan M. Berman, James S. Bowman, Jonathan P. West, Montgomery R. Van Wart
 

See All Formats & Editions

ISBN-10: 1412967430

ISBN-13: 9781412967433

Pub. Date: 05/28/2009

Publisher: SAGE Publications

Recognizing the inherent tensions and contradictions that result from managing people in organizations, Human Resource Management in Public Service: Paradoxes, Processes, and Problems, Third Edition, offers provocative and thorough coverage of the complex issues of management in the public sector. Continuing the award-winning tradition of previous editions,

Overview

Recognizing the inherent tensions and contradictions that result from managing people in organizations, Human Resource Management in Public Service: Paradoxes, Processes, and Problems, Third Edition, offers provocative and thorough coverage of the complex issues of management in the public sector. Continuing the award-winning tradition of previous editions, this Third Edition helps students understand complex managerial puzzles and covers all 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.

New and Continuing Features

Offers additional practical tools for managers and student job seekers, more international examples, and more examples from hospitals and social services

Includes new sections on ethics training, motivation, psychological contracts, civil service reform, and workplace violence

Incorporates unique chapters on family-friendly benefits and human resource management issues relating to productivity improvement strategies

Draws relevant managerial examples and cases from local, state, and federal government

Balances coverage of big-picture topics with the development of hands-on, technical skills

Encourages active learning through carefully crafted questions at the end of each chapter and a mix of individual group, and in-class exercises that ensure student mastery of key concepts

Human Resource Management in Public Service: Paradoxes, Processes, and Problems, Third Edition, is intended for upper-level undergraduate and graduate courses in HumanResource Management in departments of management, public administration, and political science.

Product Details

ISBN-13:
9781412967433
Publisher:
SAGE Publications
Publication date:
05/28/2009
Edition description:
Third Edition
Pages:
456
Sales rank:
844,363
Product dimensions:
7.30(w) x 9.20(h) x 1.10(d)

Table of Contents

Preface ix

Acknowledgments xii

Introduction xiii

Part I Context and Challenges

1 The Public Service Heritage: Context, Continuity, and Change 2

A Day in the Life of Maria Hernandez 3

A Dynamic Environment and Key Principles 5

Human Resource Management Principles 10

Historical and Institutional Context 13

Reforming Government in the Clinton and Bush Years: Implications for the New Administration 21

Values, Ethics, and Management 30

Summary and Conclusion 36

Key Terms 37

Exercises 37

Notes 38

References 38

2 Legal Rights and Responsibilities: Laws Governing the Workplace Sally Gertz 43

The Foundations of Employment Law 48

The Employment Relationship 49

Balancing Employer, Employee, and Societal Interests 50

Privacy Issues 58

Discrimination 65

Summary and Conclusion 73

Key Terms 74

Exercises 74

Notes 75

References 76

Part II Processes and Skills: From Start to Finish

3 Recruitment: From Passive Posting to Headhunting 80

Factors in Recruitment: Employer and Applicant Perspectives 83

Recruitment Steps 85

Planning and Approval 87

Position Announcements 91

Recruitment Strategies 93

Enhancing Recruitment Prospects: The Seeker's Perspective 102

Summary and Conclusion 105

Key Terms 106

Exercises 106

Notes 107

References 108

4 Selection: From Civil Service Commissions to Decentralized Decision Making 110

The Bases and Origin of Selection 112

Selection: Four Screening Phases 122

Initial Reviewing and Testing 123

Interviewing and Reference Checks: Reducing the Pool 130

Choosing and Negotiation 136

Postoffer and Hiring Issues 137

Summary and Conclusion 138

Key Terms140

Exercises 140

Appendix: The Professional Commitment Statement for Job Seekers 142

Notes 145

References 145

5 Position Management: Judicious Plan or Jigsaw Puzzle? 149

Three Types of Personnel Strategies 150

The Origins of Position Classification and Management 153

Job Design and Job Analysis 155

Job and Position Descriptions 162

From Jobs to Job Systems 164

Summary and Conclusion 170

Key Terms 172

Exercises 172

Appendix: Comparison of a Job and Position Description 174

Notes 177

References 178

6 Motivation: Possible, Probable, or Impossible? 180

Theories of Motivation 182

Human Resource Management and the Climate for Motivation 184

Two Individualized Approaches: Psychological Contracts and Feedback 189

Summary and Conclusion 195

Key Terms 196

Exercises 196

Note 197

References 198

7 Compensation: Vital, Visible, and Vicious 199

Equity Theory 201

Determination 202

Philosophy 203

Labor Market Forces: External Competition 207

Job Content: Internal Consistency 208

Personal Allocation: Individual Contribution 213

Implications 220

Summary and Conclusion 222

Key Terms 226

Exercises 226

Appendix: Compensation for Graduate Degrees in Public Affairs and Administration 228

Notes 230

References 231

8 Employee-Friendly Policies: Fashionable, Flexible, and Fickle 235

Workforce and Workplace Trends 236

Family/Work Programs 238

Health, Safety, and Wellness Programs 247

Flexible Work Arrangements 251

Implementation, Assessment, and Evaluation 258

Avoiding and Coping With Hostility at Work 260

Best Places to Work 262

Summary and Conclusion 262

Key Terms 264

Exercises 264

Appendix A Questions for Employees and Employers Regarding Telecommuting Arrangements 265

Appendix B Some Questions to Answer When Considering Implementation of Employee-Friendly Policies 266

Appendix C Family-Friendly Policies 267

Notes 269

References 270

9 Training and Development: Creating Learning Organizations 275

The Strategic Role of Training and Development 277

General Principles of Learning 279

Training Strategies 282

Application: Ethics Training 289

Needs Assessment and Evaluation for Training 292

Summary and Conclusion 296

Key Terms 297

Exercises 297

References 298

10 Appraisal: A Process in Search of a Technique 301

Evolution 305

Common Types of Appraisal 305

Raters 311

Rating Errors 312

Improving the Process 317

Disciplinary Systems 322

Summary and Conclusion 326

Key Terms 329

Exercises 329

Notes 330

References 332

11 Unions and the Government: Protectors, Partners, and Punishers 335

Differing Views of Unions 337

Paradoxes and Contradictions 339

Representation and Collective Bargaining 352

Hostility Versus Harmony 358

Summary and Conclusion 362

Key Terms 364

Exercises 365

Appendix A Tips for Managers When Dealing With Unions 366

Appendix B Tips for Unions When Dealing With Managers 367

Appendix C Mock Disciplinary Appeal Board Hearing 368

Appendix D Bargaining Checklist and Observation Sheet 376

Notes 377

References 378

Conclusion: The Future as Opportunity, Not Destiny 381

New Technologies and Human Competencies 381

Taking Individual Responsibility for Paradoxes 382

Envoi: "Dream While Awake" 384

References 385

Glossary 386

Author Index 405

Subject Index 414

About the Authors 433

Customer Reviews

Average Review:

Post to your social network

     

Most Helpful Customer Reviews

See all customer reviews