Public Human Resource Management: Strategies and Practices in the 21st Century offers a novel take on public human resource management (PHRM) by providing practical guidance for practitioners operating in a drastically reformed HR environment. Author R. Paul Battaglio assesses how the traditional practice of public HR has changed—and not necessarily for the better--by looking at new material on human resource information systems, managing motivation in the public sector, and public HR management education (a topic rarely found in contemporary PHRM texts). Public Human Resource Management is an essential guide to managing and navigating the challenges and opportunities posed in the changing landscape of HR reform.
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 Sixth Edition helps students to understand complex managerial puzzles and explores the 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 to the Sixth Edition: Ethics case studies have been added to all the chapters, enabling students to learn about a variety of ethical situations that come up in management. Updated and consolidated recruiting strategies offer students a window into the most current methods used in the recruitment process and provide insight into the job seeker’s perspective. New examples from a broad range of local, state, federal, and international settings enable students to apply key concepts to common management issues.
Motivation in Public Management: The Call of Public Service joins a long-standing debate about what drives the behavior of government employees and others who are engaged in the public's business. For many centuries, public service was considered a noble calling and, more recently, a profession. During the latter part of the 20th century, however, many scholars called into question both the reality and desirability of a public service ethic. This book draws upon a substantial and growing body of evidence from across disciplines in the social, behavioral, and natural sciences. It asks and answers key questions about the extent to which behavior is fundamentally self- or other-regarding. To paraphrase James Madison, 'public servants are not angels,' but neither are they self-aggrandizing opportunists. The evidence presented in this volume offers a compelling case that motivation theory should be grounded not only in rational choice models, but altruistic and prosocial perspectives as well. In addition to reviewing evidence from many disciplines, the volume extensively reviews research in public management conducted under the rubric of 'public service motivation'. The volume is a comprehensive guide to history, methodology, empirical research, and institutional and managerial implications of research on public service motivation. As the contributors illustrate, the implications transcend particular sectors or countries.
Evidence-based Policy Making in Labor Economics distills and condenses the best thinking and research on labor economic issues to enable decision-makers to make better informed policy decisions. Written by well-known labor economists worldwide, research findings on key policy issues are presented in a compact and readable format, as distillations of comprehensive evidence-based research with concise policy recommendations. Designed to act as a quick reference, this guide brings together summaries of over 100 articles published on IZA World of Labor to give busy policymakers and political advisors worldwide instant access to reliable and up-to-date guidance on key policy topics including: asylum and immigration policy, youth unemployment and life-long learning, innovation, and technological change.
As an increasing number of individuals go to work in the nonprofit sector, nonprofit managers need support on how best to build their human resource management capacity. They need to know what systems to examine, what questions to ask, and how to ensure they are managing people in a legal manner and as effectively as possible given their particular resource constraints. Important questions include: Do we have a clear philosophy, one that aligns with our nonprofit mission and values and allows us to treat our employees as the professionals they are? How do we select, develop, and retain the best people who will produce high value, high performance work, and how do we do so with limited resources? How do we effectively manage our mix of volunteers and paid staff? What do we need to consider to ensure diverse people work together in a harmonious fashion? With all-new chapters written by the top scholars in the field of nonprofit HRM, these are but a few of the many questions that are addressed in this timely volume. These scholars delve into their particular areas of expertise, offering a comprehensive look at theories and trends; legal and ethical issues; how to build HRM from recruitment, management, labor relations, to training and appraisal; as well as topics in diversity, technology, and paid versus volunteer workforce management. This essential handbook offers all core topic coverage as well as countless insider insights, additional resource lists, and tool sets for practical application. With chapters grounded in existing research, but also connecting research to practice for those in the field, The Nonprofit Human Resource Management Handbook will be required reading for a generation of scholars, students, and practitioners of nonprofit human resource management.
Bringing together over fifty leading global experts, this Research Handbook provides a state-of-the-art overview of research findings regarding Human Resource Management (HRM) in the public sector. Original chapters provide useful insights from two different disciplines: public administration and HRM. They illustrate that the public context of organisations matters and discuss research findings detailing how this plays out in practice.
This textbook takes a theoretically informed and practice-based approach to strategic human resource management (HRM) and employment relations (ER). The book follows a unique pedagogical design employing problem-based learning and participant-centred learning approaches, both of which the author has extensive experience in implementing with advanced undergraduate HRM and post-graduate learners. This new edition includes chapters on artificial intelligence (AI) and HR, employee experience and engagement, managing HRM during crises, and eight new cases. In addition, this book includes an online instructors’ manual for instructors.
The Palgrave Handbook of the Public Servant examines what it means to be a public servant in today’s world(s) where globalisation and neoliberalism have proliferated the number of actors who contribute to the public purpose sector and created new spaces that public servants now operate in. It considers how different scholarly approaches can contribute to a better understanding of the identities, motivations, values, roles, skills, positions and futures for the public servant, and how scholarly knowledge can be informed by and translated into value for practice. The book combines academic contributions with those from practitioners so that key lessons may be synthesised and translated into the context of the public servant.
By anchoring your understanding of productivity in God's plan, What's Best Next gives you a practical approach for increasing your effectiveness in everything you do. There are a lot of myths about productivity--what it means to get things done and how to accomplish work that really matters. In our current era of innovation and information overload, it may feel harder than ever to understand the meaning of work or to have a sense of vocation or calling. So how do you get more of the right things done without confusing mere activity for actual productivity? Matt Perman has spent his career helping people learn how to do work in a gospel-centered and effective way. What's Best Next explains his approach to unlocking productivity and fulfillment in work by showing how faith relates to work, even in our everyday grind. What's Best Next is packed with biblical and theological insight and practical counsel that you can put into practice today, such as: How to create a mission statement for your life that's actually practicable. How to delegate to people in a way that really empowers them. How to overcome time killers like procrastination, interruptions, and multitasking by turning them around and making them work for you. How to process workflow efficiently and get your email inbox to zero every day. How to have peace of mind without needing to have everything under control. How generosity is actually the key to unlocking productivity. This expanded edition includes: a new chapter on productivity in a fallen world a new appendix on being more productive with work that requires creative thinking. Productivity isn't just about getting more things done. It's about getting the right things done--the things that count, make a difference, and move the world forward. You can learn how to do work that matters and how to do it well.
Expert analysis of American governance challenges and recommendations for reform Two big ideas serve as the catalyst for the essays collected in this book. The first is the state of governance in the United States, which Americans variously perceive as broken, frustrating, and unresponsive. Editor James Perry observes in his Introduction that this perception is rooted in three simultaneous developments: government's failure to perform basic tasks that once were taken for granted, an accelerating pace of change that quickly makes past standards of performance antiquated, and a dearth of intellectual capital that generate the capacity to bridge the gulf between expectations and performance. The second idea hearkens back to the Progressive era, when Americans revealed themselves to be committed to better administration of their government at all levels—federal, state, and local. These two ideas—the diminishing capacity for effective governance and Americans' expectations for reform—are veering in opposite directions. Contributors to Public Service and Good Governance for the Twenty-First Century explore these central ideas by addressing such questions as: what is the state of government today? Can future disruptions of governance and public service be anticipated? What forms of government will emerge from the past and what institutions and structures will be needed to meet future challenges? And lastly, and perhaps most importantly, what knowledge, skills, and abilities will need to be fostered for tomorrow's civil servants to lead and execute effectively? Public Service and Good Governance for the Twenty-First Century offers recommendations for bending the trajectories of governance capacity and reform expectations toward convergence, including reversing the trend of administrative disinvestment, developing talent for public leadership through higher education, creating a federal civil service to meet future needs, and rebuilding bipartisanship so that the sweeping changes needed to restore good government become possible. Contributors: Sheila Bair, William W. Bradley, John J. DiIulio, Jr., Angela Evans, Francis Fukuyama, Donald F. Kettl, Ramayya Krishnan, Paul C. Light, Shelley Metzenbaum, Norman J. Ornstein, James L. Perry, Norma M. Riccucci, Paul R. Verkuil, Paul A. Volcker.
