
Human Resource Management in Public Service
Paradoxes, Processes, and Problems
SAGE Publications Inc (Publisher)
2nd Edition
Published on 3. August 2005
Book
Hardback
392 pages
978-1-4129-0421-6 (ISBN)
Article exhausted; check for reprint
Description
Effective human resource management is a critical function in today's public workplace, and the authors have written a book that helps readers develop key skills for success while also reminding them of the complex puzzles and paradoxes of management in the public sector.
The Second Edition has been completely revised and updated to reflect changes in practice, policy, law and scholarship and has been carefully crafted to be an effective learning tool, with learning objectives, chapter reviews, and three sets of end-chapter study questions (class discussion, team activities, and individual assignments). The book concludes with a comprehensive glossary, and interesting and illuminating examples are liberally scattered throughout the book.
The Second Edition has been completely revised and updated to reflect changes in practice, policy, law and scholarship and has been carefully crafted to be an effective learning tool, with learning objectives, chapter reviews, and three sets of end-chapter study questions (class discussion, team activities, and individual assignments). The book concludes with a comprehensive glossary, and interesting and illuminating examples are liberally scattered throughout the book.
More details
Edition
2nd Revised edition
Language
English
Place of publication
Thousand Oaks
United States
Target group
College/higher education
Edition type
Revised edition
Product notice
Cloth over boards
Dimensions
Height: 232 mm
Width: 187 mm
Weight
820 gr
ISBN-13
978-1-4129-0421-6 (9781412904216)
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 | James S. Bowman | Jonathan P. West
Human Resource Management in Public Service
Paradoxes, Processes, and Problems
Book
05/2009
3rd Edition
SAGE Publications Inc
€102.94
Article exhausted; check for reprint
Previous edition

Evan M. Berman | James S. Bowman | Jonathan Page West
Human Resource Management in Public Service
Paradoxes, Processes, and Problems
Book
09/2000
1st Edition
SAGE Publications Inc
€84.38
Article exhausted; check for reprint
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
Introduction
Part I: Context and Challenges
Chapter 1 Public Service Heritage: Continuity and Change
Chapter 2 Legal Rights and Responsibilities: Doing the Right Thing Right
Part II: Processes and Skills: From Start to Finish
Chapter 3 Recruitment: From Passive Posting to Head Hunting
Chapter 4 Selection: From Civil Service Commissions to De-centralized Decision-making
Chapter 5 Position Management: Judicious Plan or Jigsaw Puzzle?
Chapter 6 Compensation: Vital, Visible, Vicious
Chapter 7 Employee-Friendly Policies: Fashionable, Flexible, and Fickle
Chapter 8 Training and Development: Creating learning Organizations
Chapter 9 Appraisal: A Process in Search of a Technique
Part III: Designing the Future
Chapter 10 Unions and the Government: Protectors, Partners, Punishers
Chapter 11 HRM and Productivity
Glossary
Part I: Context and Challenges
Chapter 1 Public Service Heritage: Continuity and Change
Chapter 2 Legal Rights and Responsibilities: Doing the Right Thing Right
Part II: Processes and Skills: From Start to Finish
Chapter 3 Recruitment: From Passive Posting to Head Hunting
Chapter 4 Selection: From Civil Service Commissions to De-centralized Decision-making
Chapter 5 Position Management: Judicious Plan or Jigsaw Puzzle?
Chapter 6 Compensation: Vital, Visible, Vicious
Chapter 7 Employee-Friendly Policies: Fashionable, Flexible, and Fickle
Chapter 8 Training and Development: Creating learning Organizations
Chapter 9 Appraisal: A Process in Search of a Technique
Part III: Designing the Future
Chapter 10 Unions and the Government: Protectors, Partners, Punishers
Chapter 11 HRM and Productivity
Glossary