Human resource management in public service : paradoxes, processes, and problems / Evan M. Berman ... [ and others].

Format:

Book

Contributor:

Berman, Evan M.

Charles H. Maxson Fund.

Language:

English

Subjects (All):

Civil service--Personnel management.

Civil service.

Physical Description:

xxi, 386 pages ; 25 cm

Place of Publication:

Thousand Oaks, Calif. : Sage Publications, [2001]

Summary:

The coverage of Human Resource Management in Public Service is exceptionally comprehensive and up-to-date. After reviewing the historical and legal traditions of HRM, readers learn the essential skills of recruitment, selection, training, compensation, and performance appraisal. The authors include two very timely chapters on family-friendly work practices and quality improvement.

Contents:

Managing People xvi

The Paradox Puzzle xvii

Challenges Ahead: Carpe Diem xx

Part I. Context and Challenges 1

1. The Public Service Heritage: Context, Continuity, and Change 3

A Day in the Life of Maria Hernandez 4

A Dynamic Environment and Key Principles 7

Historical and Institutional Context 12

Reinventing Government and Implications for HR 19

Values, Ethics, and Management 26

2. Legal Rights and Responsibilities: Doing the Right Thing Right 41

Privacy Issues 44

Job Rights and Liabilities 50

Discrimination 57

Part II. Processes and Skills: From Start To Finish 67

3. Recruitment: From Passive Posting to Head-Hunting 69

Factors in Recruitment 75

Recruitment Steps 77

Planning and Approval 78

Position Announcements 82

Recruitment Strategies 82

4. Selection: From Civil Service Commissions to Decentralized Decision Making 97

The Bases and Origin of Selection 99

The Hiring Process 106

5. Position Management: Judicious Plan or Jigsaw Puzzle? 131

Three Types of Personnel Strategies 132

The Origins of Position Classification and Management 135

Piecemeal Personnel Patterns Versus Position Classification Systems 138

Job Analysis and Evaluation 142

Appendix A Comparison of a Job and Position Description 158

Appendix B Formal Job Analysis Methods 162

6. Compensation: Vital, Visible, and Vicious 169

Determination 170

7. Family-Friendly Policies: Fashionable, Flexible, and Fickle 195

Workforce and Workplace Trends 197

Family/Work Programs 199

Health and Wellness Programs 204

Flexible Work Arrangements 208

Implementation, Assessment, and Evaluation 216

8. Training and Development: Creating Learning Organizations 232

The Training Function 234

Principles of Learning 236

Training Strategies 239

Including Advanced Forms of Learning 248

Assessment and Evaluation 250

9. Appraisal: A Process in Search of a Technique 259

Evolution 260

Common Types of Appraisal 263

Raters 269

Rating Errors 271

Improving the Process 274

Part III. Designing the Future 287

10. Unions and the Government: Protectors, Partners, and Punishers 289

Differing Views of Unions 291

Paradoxes and Contradictions 294

Trends and Variations 297

Representation and Collective Bargaining 306

Hostility Versus Harmony 315

11. Quality and Productivity in the 21st Century: Continuous Improvement 324

Organizational Cultures: Shaping Expectations and Rewards 326

Organizational Improvement Strategies: The HRM Connection 330

Improving the HRM Function 335

Conclusion: The Future as Opportunity, Not Destiny 345

New Technologies and Human Competencies 346

Taking Individual Responsibility for Paradoxes 346

Envoi 347

Appendix Reinventing Human Resource Management 349.

Notes:

Includes bibliographical references and index.

Local Notes:

Acquired for the Penn Libraries with assistance from the Charles H. Maxson Fund.

ISBN:

0761917535

OCLC:

43114969