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Full Description
Recognizing the inherent tensions and contradictions that result from managing people in organizations, Human Resource Management in Public Service: Paradoxes, Processes, and Problems offers provocative and thorough coverage of the complex issues of management in the public sector. Continuing the award-winning tradition of previous editions, this Fifth Edition helps students to understand complex managerial puzzles and covers all of the stages of the employment process, including recruitment, selection, training, legal rights and responsibilities, compensation, and appraisal. Extensive skill-building exercises help you practice and apply the material and develop hands-on, technical skills that will help you in the workplace.A broad range of examples from local, state, federal, and international settings provide you with examples of the issues in a variety of public sector contexts.Questions at the end of each chapter, along with a mix of individual, group, and in-class exercises, encourage active learning and mastery of concepts.
Contents
Part IChapter 1: The Public Service HeritageA Day in the Life of Maria HernandezSome Challenges in Getting and Managing the Right PeopleThe Structure and Role of Human Resource DepartmentsHistorical and Institutional ContextReforming Government in the Clinton, Bush, and Obama YearsHuman Resource Management PrinciplesValues, Ethics, and Moral ManagementSummary and ConclusionChapter 2: Legal Rights and ResponsibilitiesThe Foundations of Employment LawThe Employment RelationshipBalancing Employer, Employee, and Societal InterestsPrivacy IssuesPreemployment Investigations: Truth, Personality, Health, Credit, and Criminal RecordsDiscriminationSummary and ConclusionPart II: Processes and SkillsChapter 3: RecruitmentFactors in Recruitment: Employer and Applicant PerspectivesRecruitment StepsPlanning and ApprovalPosition AnnouncementsRecruitment StrategiesEnhancing Recruitment Prospects: The Seeker's PerspectiveSummary and ConclusionChapter 4: SelectionThe Bases and Origin of SelectionCriteria in Selecting Selection TestsSelection: Four Screening PhasesInitial Reviewing and TestingInterviewing and Reference Checks: Narrowing the PoolGeneral Considerations for Those Conducting InterviewsChoosing and NegotiationPostoffer and Hiring IssuesSummary and ConclusionChapter 5: Position ManagementThree Types of Personnel StrategiesThe Origins of Position Classification and ManagementJob Design and Job AnalysisJob and Position DescriptionsFrom Jobs to Job SystemsSummary and ConclusionChapter 6: Employee EngagementPull, Push, or Drive?Human Resource Management and the Climate for EngagementTools of EngagementSummary and ConclusionChapter 7: CompensationEquity and Expectancy TheoryPay DeterminationPhilosophyThe Great Pay DebateLabor Market Forces: External CompetitionJob Content: Internal ConsistencyIndividual Considerations: Fairness and Individual ContributionsImplicationsSummary and ConclusionChapter 8: Employee-Friendly PoliciesWorkforce and Workplace TrendsFamily/Work ProgramsHealth, Safety, and Wellness ProgramsFlexible Work ArrangementsKeys to SuccessTraditional Benefits: Not-So-Employee-Friendly TrendsImplementation, Assessment, and EvaluationBest Places to WorkSummary and ConclusionChapter 9: Training, Development and LearningGeneral Principles of LearningTraining StrategiesOrganizational Learning StrategiesApplication: Ethics TrainingSummary and ConclusionChapter 10: AppraisalEvolutionAppraisal SystemsImproving the ProcessDisciplinary SystemsSummary and ConclusionChapter 11: Unions and the GovernmentBackground: Context and Evolution of Employee RelationsDiffering Views of UnionsParadoxes and ContradictionsTrends and VariationsSummary and ConclusionChapter 12: Collective BargainingStructure, Representation, and Collective BargainingStrategies and SkillsBargaining-Related ReformsHostility Versus HarmonySummary and Conclusion
