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SAGE Publications
Human Resource Management in Public Service: Paradoxes, Processes, and Problems / Edition 5

Human Resource Management in Public Service: Paradoxes, Processes, and Problems / Edition 5


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Human Resource Management in Public Service: Paradoxes, Processes, and Problems / Edition 5

Human Resource Management in Public Service: Paradoxes, Processes, and Problems offers managers and aspiring managers a thorough, provocative, and award-winning coverage of the complex issues of management in the public sector, from both employee and managerial viewpoints. Combining more than 100 years of professional and academic experience, authors Evan M. Berman, James S. Bowman, Jonathan P. West, and Montgomery Van Wart have created user-friendly and accessible material by highlighting dilemmas, challenging readers to resolve them, and enticing them to go beyond the text to discover and confront other dilemmas. Grounded in real public service experiences, the book emphasizes hands-on skill building and problem solving. Continuing the award-winning tradition of previous editions, this Fifth Edition covers all of the stages of the employment process, including recruitment, selection, training, legal rights and responsibilities, compensation, and appraisal.

Product Details

ISBN-13: 9781483340036
Publisher: SAGE Publications
Publication date: 03/18/2015
Edition description: Fifth Edition
Pages: 584
Sales rank: 117,546
Product dimensions: 7.50(w) x 9.20(h) x 4.00(d)

About 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 Mc Elveen 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.

Table of Contents

Part I: Context and Challenges
Chapter 1: The Public Service Heritage
A Day in the Life of Maria Hernandez
Some Challenges in Getting and Managing the Right People
The Structure and Role of Human Resource Departments
Historical and Institutional Context
Reforming Government in the Clinton, Bush, and Obama Years
Human Resource Management Principles
Values, Ethics, and Moral Management
Summary and Conclusion
Chapter 2: Legal Rights and Responsibilities
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
Part II: Processes and Skills
Chapter 3: Recruitment
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
Chapter 4: Selection
The Bases and Origin 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
Choosing and Negotiation
Postoffer and Hiring Issues
Summary and Conclusion
Chapter 5: Position Management
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
Chapter 6: Employee Engagement
Pull, Push, or Drive?
Human Resource Management and the Climate for Engagement
Tools of Engagement
Summary and Conclusion
Chapter 7: Compensation
Equity and Expectancy Theory
Pay Determination
The Great Pay Debate
Labor Market Forces: External Competition
Job Content: Internal Consistency
Individual Considerations: Fairness and Individual Contributions
Summary and Conclusion
Chapter 8: Employee-Friendly Policies
Workforce and Workplace Trends
Family/Work Programs
Health, Safety, and Wellness Programs
Flexible Work Arrangements
Keys to Success
Traditional Benefits: Not-So-Employee-Friendly Trends
Implementation, Assessment, and Evaluation
Best Places to Work
Summary and Conclusion
Chapter 9: Training, Development and Learning
General Principles of Learning
Training Strategies
Organizational Learning Strategies
Application: Ethics Training
Summary and Conclusion
Chapter 10: Appraisal
Appraisal Systems
Improving the Process
Disciplinary Systems
Summary and Conclusion
Chapter 11: Unions and the Government
Background: Context and Evolution of Employee Relations
Differing Views of Unions
Paradoxes and Contradictions
Trends and Variations
Summary and Conclusion
Chapter 12: Collective Bargaining
Structure, Representation, and Collective Bargaining
Strategies and Skills
Bargaining-Related Reforms
Hostility Versus Harmony
Summary and Conclusion

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