Human Resource Management in Public Service
Paradoxes, Processes, and Problems
7th Edition
Published on 20. September 2021
Book
Paperback/Softback
664 pages
978-1-0718-4890-6 (ISBN)
Description
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.
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.
More details
Edition
7th Revised edition
Language
English
Place of publication
Washington
United States
Publishing group
SAGE Publications Inc
Target group
College/higher education
Edition type
Revised edition
Dimensions
Height: 189 mm
Width: 240 mm
Thickness: 24 mm
Weight
1174 gr
ISBN-13
978-1-0718-4890-6 (9781071848906)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Evan M. Berman | Montgomery R. Van Wart | Meghna Sabharwal
Human Resource Management in Public Service
Paradoxes, Processes, and Problems
Book
04/2026
8th Edition
SAGE Publications Inc
€146.50
Shipment within 15-20 days
Persons
Evan M. Berman is Professor of Public Management at Fundacao Getulio Vargas, EAESP (Sao 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.
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.
Content
Preface
Acknowledgments
Introduction
PART I * CONTEXT AND CHALLENGES
CHAPTER 1 * The Public Service Heritage: People, Process, and Purpose
A Day in the Life of Maria Hernandez
Some Challenges in Getting and Managing the Right People
Some Basic Definitions
The Structure and Role of Human Resource Departments
Historical and Institutional Context
Reforming Government in the Clinton, Bush, Obama, and Trump Years
Human Resource Management Principles
Ethics and Moral Management
CHAPTER 2 * Legal Rights and Responsibilities: Laws Governing the Workplace
The Foundations of Employment Law
The Employment Relationship
Balancing Employer, Employee, and Societal Interests
Privacy Issues
Pre-employment Investigations: Truth, Personality, Health, Credit, and Criminal Records
Discrimination
PART II * PROCESSES AND SKILLS: FROM START TO FINISH
CHAPTER 3 * Recruitment: From Passive Posting to Social Media Networking
Factors in Recruitment: Employer and Applicant Perspectives
Recruitment Steps
Planning and Approval
Position Announcements
Recruitment Strategies
Enhancing Recruitment Prospects: The Seeker's Perspective
Advancing From Job Seeking to Career Development
CHAPTER 4 * Selection: From Civil Service Commissions to Decentralized Decision Making
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
Post-offer and Hiring Issues
Appendix: The Professional Commitment Statement for Job Seekers
CHAPTER 5 * Position Management: Judicious Plan or Jigsaw Puzzle?
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
Curbing, Cutting, and Eliminating Workforce
CHAPTER 6 * Employee Motivation: Possible, Probable, or Impossible?
Pull, Push, or Drive?
Human Resource Management and the Climate for Motivation
Tools of Motivation
CHAPTER 7 * Compensation: Vital, Visible, and Vicious
Equity and Expectancy Theory
Pay Determination
Philosophy: Lead, Match, or Lag
The Perennial Pay Debate
Labor Market Forces: External Competition
Job Content: Internal Consistency
Individual Considerations: Fairness and Contributions
Implications
Appendix: Compensation for Graduate Degrees in Public Affairs and Administration
CHAPTER 8 * Employee-Friendly Policies: Fashionable, Flexible, and Fickle
Workforce and Workplace Trends
Work-Family Programs
Health, Safety, and Wellness Programs
Flexible Work Arrangements
Traditional Benefits: Not-So-Employee-Friendly Trends
Implementation, Assessment, and Evaluation
Avoiding and Coping With Hostility at Work
Best Places to Work
Appendix A: Questions for Employees and Employers Regarding Telecommuting Arrangements
Appendix B: Some Questions to Answer When Considering Implementation of Employee-Friendly Policies
Appendix C: Family-Friendly Policies
CHAPTER 9 * Training and Development: Exploring New Frontiers
General Principles of Learning
Training Strategies
Organizational Training and Development
The Strategic Turn
Application: Ethics Training
Appendix: Needs Assessment and Evaluation for Training
CHAPTER 10 * Appraisal: A Process in Search of a Technique
Evolution
Appraisal Systems
Raters
Rating Errors: The Underbelly of Appraisals
Improving the Process
Disciplinary Systems
Appendix: Corrective Actions
CHAPTER 11 * Unions and the Government: Protectors, Partners, and Punishers
Background: The Context and Evolution of Employee Relations
Differing Views of Unions
Paradoxes and Contradictions
Trends and Variations
Appendix A: Tips for Managers When Dealing With Unions
Appendix B: Tips for Unions When Dealing With Managers
CHAPTER 12 * Collective Bargaining: Structures, Strategies, and Skills
Structure, Representation, and Collective Bargaining
Bargaining-Related Reforms
Hostility vs. Harmony
Appendix A: Bargaining Checklist and Observation Sheet
Appendix B: Mock Disciplinary Appeal Board Hearing
CONCLUSION * The Future as Opportunity, Not Destiny
New Technologies, Human Competencies, Failures, and Reforms
Taking Responsibility for Paradoxes
Public Service as a Calling
The Years Ahead
Envoi: Dream While Awake
Glossary
Index
About the Authors
Acknowledgments
Introduction
PART I * CONTEXT AND CHALLENGES
CHAPTER 1 * The Public Service Heritage: People, Process, and Purpose
A Day in the Life of Maria Hernandez
Some Challenges in Getting and Managing the Right People
Some Basic Definitions
The Structure and Role of Human Resource Departments
Historical and Institutional Context
Reforming Government in the Clinton, Bush, Obama, and Trump Years
Human Resource Management Principles
Ethics and Moral Management
CHAPTER 2 * Legal Rights and Responsibilities: Laws Governing the Workplace
The Foundations of Employment Law
The Employment Relationship
Balancing Employer, Employee, and Societal Interests
Privacy Issues
Pre-employment Investigations: Truth, Personality, Health, Credit, and Criminal Records
Discrimination
PART II * PROCESSES AND SKILLS: FROM START TO FINISH
CHAPTER 3 * Recruitment: From Passive Posting to Social Media Networking
Factors in Recruitment: Employer and Applicant Perspectives
Recruitment Steps
Planning and Approval
Position Announcements
Recruitment Strategies
Enhancing Recruitment Prospects: The Seeker's Perspective
Advancing From Job Seeking to Career Development
CHAPTER 4 * Selection: From Civil Service Commissions to Decentralized Decision Making
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
Post-offer and Hiring Issues
Appendix: The Professional Commitment Statement for Job Seekers
CHAPTER 5 * Position Management: Judicious Plan or Jigsaw Puzzle?
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
Curbing, Cutting, and Eliminating Workforce
CHAPTER 6 * Employee Motivation: Possible, Probable, or Impossible?
Pull, Push, or Drive?
Human Resource Management and the Climate for Motivation
Tools of Motivation
CHAPTER 7 * Compensation: Vital, Visible, and Vicious
Equity and Expectancy Theory
Pay Determination
Philosophy: Lead, Match, or Lag
The Perennial Pay Debate
Labor Market Forces: External Competition
Job Content: Internal Consistency
Individual Considerations: Fairness and Contributions
Implications
Appendix: Compensation for Graduate Degrees in Public Affairs and Administration
CHAPTER 8 * Employee-Friendly Policies: Fashionable, Flexible, and Fickle
Workforce and Workplace Trends
Work-Family Programs
Health, Safety, and Wellness Programs
Flexible Work Arrangements
Traditional Benefits: Not-So-Employee-Friendly Trends
Implementation, Assessment, and Evaluation
Avoiding and Coping With Hostility at Work
Best Places to Work
Appendix A: Questions for Employees and Employers Regarding Telecommuting Arrangements
Appendix B: Some Questions to Answer When Considering Implementation of Employee-Friendly Policies
Appendix C: Family-Friendly Policies
CHAPTER 9 * Training and Development: Exploring New Frontiers
General Principles of Learning
Training Strategies
Organizational Training and Development
The Strategic Turn
Application: Ethics Training
Appendix: Needs Assessment and Evaluation for Training
CHAPTER 10 * Appraisal: A Process in Search of a Technique
Evolution
Appraisal Systems
Raters
Rating Errors: The Underbelly of Appraisals
Improving the Process
Disciplinary Systems
Appendix: Corrective Actions
CHAPTER 11 * Unions and the Government: Protectors, Partners, and Punishers
Background: The Context and Evolution of Employee Relations
Differing Views of Unions
Paradoxes and Contradictions
Trends and Variations
Appendix A: Tips for Managers When Dealing With Unions
Appendix B: Tips for Unions When Dealing With Managers
CHAPTER 12 * Collective Bargaining: Structures, Strategies, and Skills
Structure, Representation, and Collective Bargaining
Bargaining-Related Reforms
Hostility vs. Harmony
Appendix A: Bargaining Checklist and Observation Sheet
Appendix B: Mock Disciplinary Appeal Board Hearing
CONCLUSION * The Future as Opportunity, Not Destiny
New Technologies, Human Competencies, Failures, and Reforms
Taking Responsibility for Paradoxes
Public Service as a Calling
The Years Ahead
Envoi: Dream While Awake
Glossary
Index
About the Authors