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Human Resource Management in Public Service: Paradoxes, Processes, and Problems offers provocative and thorough coverage of the complex issues faced by employees and managers in the public sector, including managing under tight budgets with increasing costs, hiring freezes, contracting out, and the politicization of the civil service. Continuing the award-winning tradition of previous editions, authors Evan M. Berman, James S. Bowman, Jonathan P. West, and Montgomery R. Van Wart encourage active learning through various skill-building exercises and a mixture of individual, group, and in-class tasks. The Seventh Edition includes new examples on how COVID-19 has disrupted the workplace, equity and racial discord, organizational diversity, employee engagement and motivation, leadership development training, work-life balance, gender-based inequities, behavioral biases in appraisal, and unionization trends.

Tabla de contenidos provista por Syndetics

• Preface(p. xvi)
• Acknowledgments(p. xix)
• Introduction(p. 1)
• Managing People(p. 1)
• The Paradox Puzzle(p. 6)
• Signature Paradoxes(p. 6)
• The Paradox Dynamic(p. 9)
• Pathways Through Paradoxes: Carpe Diem(p. 11)
• Key Terms(p. 12)
• Exercises(p. 12)
• References(p. 13)
• Part I Context and Challenges(p. 17)
• Chapter 1 The Public Service Heritage: People, Process, and Purpose(p. 19)
• A Day in the Life of Maria Hernandez(p. 20)
• Some Challenges in Getting and Managing the Right People(p. 23)
• A Changing Workforce(p. 23)
• Declining Confidence in Government(p. 24)
• Advancing Equity in Times of Unrest(p. 24)
• Declining Budgets, Leading to Increased Use of Alternative Work Arrangements(p. 25)
• Rightsizing and Downsizing Despite Population Growth(p. 25)
• Demands for Productivity Gains(p. 25)
• Emerging Virtual Workplaces and Virtual Government(p. 26)
• Decentralization and Increased Managerial Flexibility(p. 27)
• Some Basic Definitions(p. 27)
• The Structure and Role of Human Resource Departments(p. 29)
• Historical and Institutional Context(p. 31)
• Tides of Reform(p. 31)
• Tide Philosophies in Legislation(p. 35)
• Institutional Context(p. 37)
• Reforming Government in the Clinton, Bush, Obama, and Trump Years(p. 38)
• At the Federal Level(p. 38)
• At the State and Local Levels(p. 44)
• Human Resource Management Principles(p. 46)
• Understand the Values Inherent in the Career Public Service(p. 47)
• Foster Legal Compliance and Integrate Non-Civil Service Systems as Appropriate(p. 47)
• Understand That the Public Has Rights Beyond Merit Principles(p. 49)
• Provide Leadership for Public Organizations(p. 49)
• Ethics and Moral Management(p. 50)
• Summary and Conclusion(p. 52)
• Key Terms(p. 53)
• Note(p. 53)
• Exercises(p. 54)
• References(p. 56)
• Chapter 2 Legal Rights and Responsibilities: Laws Governing the Workplace(p. 63)
• The Foundations of Employment Law(p. 66)
• The Employment Relationship(p. 72)
• Balancing Employer, Employee, and Societal Interests(p. 73)
• Procedural Due Process and the Taking of Property and Liberty(p. 73)
• Adverse Action(p. 74)
• Freedom of Speech(p. 75)
• Political Activity and Affiliation(p. 77)
• Compensation and Scheduling(p. 78)
• Health and Safety(p. 81)
• Individual and Vicarious Liability(p. 83)
• Privacy Issues(p. 85)
• Searches(p. 85)
• Testing for Alcohol or Drug Use(p. 85)
• Grooming and Dress Codes(p. 86)
• Pre-employment Investigations: Truth, Personality, Health, Credit, and Criminal Records(p. 90)
• Post-employment References(p. 92)
• Discrimination(p. 93)
• Antidiscrimination Laws(p. 93)
• Intentional Discrimination(p. 93)
• Retaliation(p. 96)
• Harassment(p. 97)
• Affirmative Action(p. 98)
• Unintentional Discrimination(p. 99)
• Age(p. 100)
• Disability(p. 101)
• Religion(p. 102)
• Preventing and Responding to Discrimination Claims(p. 102)
• Summary and Conclusion(p. 103)
• Key Terms(p. 105)
• Notes(p. 105)
• Exercises(p. 107)
• References(p. 108)
• Part II Processes and Skills: From Start to Finish(p. 111)
• Chapter 3 Recruitment: From Passive Posting to Social Media Networking(p. 113)
• Factors in Recruitment: Employer and Applicant Perspectives(p. 116)
• High-Quality Recruitment: An Employer's Perspective(p. 116)
• High-Quality Recruitment: An Applicant's Perspective(p. 119)
• Recruitment Steps(p. 119)
• Planning and Approval(p. 121)
• Strategic Planning and Management of Vacancies(p. 122)
• Preliminary Decisions About a Specific Position(p. 124)
• Position Announcements(p. 126)
• Recruitment Strategies(p. 128)
• Job Posting(p. 129)
• Personal Contact Recruitment(p. 130)
• Newspaper Recruitment(p. 131)
• Trade Journals(p. 131)
• Institutional Capacity Recruiting(p. 131)
• Internship Recruitment(p. 132)
• Headhunting(p. 133)
• Noncompetitive Recruitment(p. 133)
• Promoting Diversity in Recruitment(p. 134)
• Dividing Responsibilities(p. 137)
• Enhancing Recruitment Prospects: The Seeker's Perspective(p. 137)
• Advancing From Job Seeking to Career Development(p. 139)
• Summary and Conclusion(p. 141)
• Key Terms(p. 142)
• Notes(p. 142)
• Exercises(p. 143)
• References(p. 144)
• Chapter 4 Selection: From Civil Service Commissions to Decentralized Decision Making(p. 149)
• The Bases and Origin of Selection(p. 152)
• Principles Underlying Selection(p. 152)
• The History of Selection: Six Eras(p. 159)
• Criteria in Selecting Selection Tests(p. 166)
• Selection: Four Screening Phases(p. 166)
• Phase 1(p. 167)
• Phase 2(p. 168)
• Phase 3(p. 168)
• Phase 4(p. 168)
• Initial Reviewing and Testing(p. 169)
• Education and Experience Evaluations(p. 169)
• Letters of Recommendation(p. 170)
• Biodata-Matching Past Experiences With Current Job Requirements(p. 171)
• General Aptitude and Trait Tests(p. 171)
• Performance Tests for Specific Jobs(p. 173)
• Other Considerations Regarding Reviewing and Testing(p. 173)
• Interviewing and Reference Checks: Narrowing the Pool(p. 175)
• General Considerations for Those Conducting Interviews(p. 177)
• Unstructured Interview After or in Addition to Structured Interviews(p. 179)
• Reference Checks(p. 182)
• Choosing and Negotiation(p. 183)
• Post-offer and Hiring Issues(p. 184)
• Summary and Conclusion(p. 185)
• Key Terms(p. 186)
• Notes(p. 186)
• Exercises(p. 187)
• References(p. 189)
• Appendix: The Professional Commitment Statement for Job Seekers(p. 194)
• Chapter 5 Position Management: Judicious Plan or Jigsaw Puzzle?(p. 197)
• Three Types of Personnel Strategies(p. 198)
• The Origins of Position Classification and Management(p. 201)
• Job Design and Job Analysis(p. 203)
• Creating or Re-creating Jobs(p. 204)
• Analyzing and Describing Current Jobs(p. 207)
• Job and Position Descriptions(p. 209)
• Job Descriptions(p. 209)
• Position Descriptions(p. 209)
• Use of Job vs. Position Descriptions(p. 210)
• Writing Job Descriptions(p. 210)
• From Jobs to Job Systems(p. 212)
• The Two Primary Uses of Classification Systems(p. 212)
• Grouping Positions(p. 212)
• Analyzing Jobs to Set Pay: Job Evaluation(p. 214)
• Using Factors and Points for Job Evaluation(p. 215)
• Substituting a Whole-Job Methodology for Job Analysis or Job Evaluation(p. 218)
• Curbing, Cutting, and Eliminating Workforce(p. 219)
• Justifications(p. 220)
• Lighter Workforce Reduction Methods (Curbing)(p. 220)
• Heavier Workforce Reduction Methods (Cutting)(p. 221)
• Eliminating Workforce(p. 222)
• Summary and Conclusion(p. 224)
• Key Terms(p. 225)
• Notes(p. 226)
• Exercises(p. 227)
• References(p. 228)
• Chapter 8 Employee Motivation: Possible, Probable, or Impossible?(p. 232)
• Pull, Push, or Drive?(p. 234)
• About Rewards and Money(p. 241)
• Human Resource Management and the Climate for Motivation(p. 243)
• Tools of Motivation(p. 248)
• Psychological Contracts(p. 248)
• Giving Feedback(p. 252)
• Summary and Conclusion(p. 255)
• Key Terms(p. 256)
• Note(p. 256)
• Exercises(p. 256)
• References(p. 257)
• Chapter 7 Compensation: Vital, Visible, and Vicious(p. 262)
• Equity and Expectancy Theory(p. 264)
• Pay Determination(p. 266)
• Philosophy: Lead, Match, or Lag(p. 270)
• The Perennial Pay Debate(p. 273)
• Labor Market Forces: External Competition(p. 277)
• Job Content: Internal Consistency(p. 281)
• Individual Considerations: Fairness and Contributions(p. 286)
• Cost-of-Living Pay Adjustments(p. 286)
• Longevity Pay(p. 287)
• Merit Pay(p. 293)
• Skill-Based Pay(p. 296)
• Bonus Programs(p. 298)
• Differential Pay(p. 300)
• Implications(p. 302)
• Summary and Conclusion(p. 304)
• Key Terms(p. 307)
• Notes(p. 308)
• Exercises(p. 309)
• References(p. 312)
• Appendix: Compensation for Graduate Degrees in Public Affairs and Administration(p. 319)
• Chapter 8 Employee-Friendly Policies: Fashionable, Flexible, and Fickle(p. 322)
• Workforce and Workplace Trends(p. 324)
• Work-Family Programs(p. 326)
• Child Care(p. 326)
• Elder Care(p. 330)
• Parental and Military Leave(p. 331)
• Adoption Assistance(p. 333)
• Domestic Partnership Coverage(p. 334)
• Family-Friendly or Single-Hostile?(p. 336)
• Health, Safety, and Wellness Programs(p. 337)
• Stress-Reduction Programs(p. 337)
• Wellness Programs(p. 338)
• Safety Initiatives(p. 340)
• Employee Assistance Programs(p. 340)
• Flexible Work Arrangements(p. 342)
• Flex Options(p. 342)
• Telecommuting(p. 344)
• Part-Time Work(p. 345)
• Voluntary Reduced Work Time(p. 346)
• Temporary Work(p. 346)
• Leave Sharing and Pooling(p. 347)
• Job Sharing(p. 347)
• Traditional Benefits: Not-So-Employee-Friendly Trends(p. 351)
• Retirement Security(p. 351)
• Health Care(p. 355)
• Implementation, Assessment, and Evaluation(p. 356)
• Avoiding and Coping With Hostility at Work(p. 357)
• Best Places to Work(p. 359)
• Summary and Conclusion(p. 360)
• Key Terms(p. 362)
• Notes(p. 362)
• Exercises(p. 362)
• References(p. 364)
• Appendix A Questions for Employees and Employers Regarding Telecommuting Arrangements(p. 373)
• Appendix B Some Questions to Answer When Considering Implementation of Employee-Friendly Policies(p. 374)
• Appendix C Family-Friendly Policies(p. 374)
• Chapter 9 Training and Development: Exploring New Frontiers(p. 377)
• General Principles of Learning(p. 380)
• Motivation(p. 380)
• Relevance(p. 381)
• Repetition and Active Participation(p. 382)
• Feedback, Reflection, and Positive Reinforcement(p. 384)
• Training Strategies(p. 386)
• On-the-Job Training(p. 387)
• Mentoring(p. 388)
• Web-Based Learning(p. 389)
• In-House Seminars and Workshops(p. 390)
• Simulation and Role-Playing(p. 392)
• Professional Conference Attendance(p. 393)
• Formal Education(p. 394)
• Organizational Training and Development(p. 396)
• Work-Group Development(p. 396)
• Leadership Development(p. 397)
• Organizational Performance and Innovation(p. 399)
• The Strategic Turn(p. 402)
• Application: Ethics Training(p. 403)
• Summary and Conclusion(p. 406)
• Key Terms(p. 407)
• Exercises(p. 407)
• References(p. 409)
• Appendix: Needs Assessment and Evaluation for Training(p. 413)
• Chapter 10 Appraisal: A Process in Search of a Technique(p. 416)
• Evolution(p. 421)
• Appraisal Systems(p. 422)
• The Appraisal Process(p. 422)
• Trait-Based Appraisals(p. 424)
• Behavior-Based Systems(p. 427)
• Results-Based Systems(p. 429)
• Commentary(p. 432)
• Raters(p. 434)
• The Ratee(p. 434)
• The Ratee's Peers(p. 435)
• Computers(p. 435)
• Comprehensive Stakeholder Designs(p. 436)
• Rating Errors: The Underbelly of Appraisals(p. 436)
• Cognitive Limitations(p. 437)
• Intentional Manipulation(p. 438)
• Organizational Influences(p. 439)
• Human Nature(p. 440)
• Improving the Process(p. 446)
• Disciplinary Systems(p. 451)
• Summary and Conclusion(p. 458)
• Key Terms(p. 461)
• Notes(p. 461)
• Exercises(p. 463)
• References(p. 465)
• Appendix: Corrective Actions(p. 471)
• Chapter 11 Unions and the Government: Protectors, Partners, and Punishers(p. 474)
• Background: The Context and Evolution of Employee Relations(p. 475)
• Differing Views of Unions(p. 477)
• Paradoxes and Contradictions(p. 483)
• Trends and Variations(p. 486)
• Summary and Conclusion(p. 496)
• Key Terms(p. 498)
• Notes(p. 498)
• Exercises(p. 498)
• References(p. 499)
• Appendix A Tips for Managers When Dealing With Unions(p. 505)
• Appendix B Tips for Unions When Dealing With Managers(p. 505)
• Chapter 12 Collective Bargaining: Structures, Strategies, and Skills(p. 507)
• Structure, Representation, and Collective Bargaining(p. 507)
• Organizing to Bargain(p. 509)
• Bargaining(p. 511)
• Administering the Contract(p. 516)
• Bargaining-Related Reforms(p. 517)
• Hostility vs. Harmony(p. 523)
• Summary and Conclusion(p. 529)
• Key Terms(p. 530)
• Exercises(p. 530)
• References(p. 531)
• Appendix A Bargaining Checklist and Observation Sheet(p. 536)
• Appendix B Mock Disciplinary Appeal Board Hearing(p. 538)
• Conclusion • The Future as Opportunity, Not Destiny(p. 548)
• New Technologies, Human Competencies, Failures, and Reforms(p. 549)
• Technologies(p. 549)
• Competencies(p. 549)
• Failures(p. 550)
• Blueprints for Transformational Change(p. 556)
• Trump Administration Proposals: The End or the Beginning?(p. 560)
• Taking Responsibility for Paradoxes(p. 562)
• Public Service as a Calling(p. 565)
• The Role of Work(p. 565)
• American Ideals(p. 566)
• The Decline of Civic Culture(p. 566)
• Restoration of Calling?(p. 567)
• The Years Ahead(p. 570)
• Envoi: Dream While Awake(p. 572)
• Notes(p. 573)
• Exercises(p. 574)
• Individual Assignment(p. 576)
• References(p. 576)
• Glossary(p. 585)
• Index(p. 601)
• About the Authors(p. 638)

Notas de autor provistas por Syndetics

Evan M. Berman is Professor of Public Management at Fundação Getúlio Vargas, EAESP (São Paulo, Brazil), specializing in human resource management, public performance, and comparative public administration. Previously, he was Huey McElveen Distinguished Professor at Louisiana State University. Dr. Berman is ranked among the very top scholars in public administration world-wide. He has received the Outstanding Scholarship Award from the American Society for Public Administration (Section on Personnel and Labor Relations) for contributions to research, teaching and service in public sector HRM, and many other awards, including from the Network of Schools of Public Policy, Affairs, and Administration (NASPAA), the accrediting body for public administration programs. He has authored 15 books and over 175 publications, in all of the leading journals of the discipline. Dr Berman has chaired ASPA''s Section on Personnel and Labor Relations, he is founding editor of ASPA''s Book Series in Public Administration and Public Policy, senior editor of Public Performance and Management Review , and a Distinguished Fulbright Scholar. His 2023 book, Performance and Innovation in the Public Sector (with I. Hijal-Moghrabi), won the 2024 ASPA/SPALR Outstanding Book Award. Evan is a Fellow of the National Academy of Public Administration and Visiting Professor at Fudan University (Shanghai) and University of Indonesia (Jakarta).

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 R. Van Wart is a professor of public administration at California State University, San Bernardino and former dean of the College of Business and Public Administration. He is also visiting research professor at the National University of -Ireland Galway and honorary professor at the University of Hong Kong. His research areas are administrative leadership, human resource management, training and development, administrative values and ethics, organization behavior, and general management. He has over 100 publications, including 11 books and nine articles in Public Administration Review . His Dynamics of Leadership in Public Service: Theory and Practice (M. E. Sharpe, 2005) was awarded Outstanding Academic Title by Choice. His Leadership in Public Organizations: An Introduction (Routledge, 2017)is in its third edition. He serves on numerous editorial boards and as associate editor of Public Productivity & Management Review . He has received numerous research and teaching awards, including the ASPA Van Riper Award and the CSUSB Outstanding Researcher Award.