Human Resource Management in Public Service
Paradoxes, Processes, and Problems
6th Edition
Published on 1. July 2019
Book
Hardback
584 pages
978-1-5063-8233-3 (ISBN)
Description
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.
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.
Reviews / Votes
"Highly recommended, comprehensive overview of HR, accessible to read and understand for students." -- Philip F. LaPorta "It's a well-organized, thorough text book. I would recommend it for use." -- Karla M. Pope "[Human Resource Management in Public Service] is an excellent comprehensive choice for graduate students who require a challenging and provocative read." -- John Sample "I have taught the course for over 30 years and this is the best book on the market today." -- Peter J. Bergerson "Human Resource Management in Public Service addresses public personnel management issue from a public manager's perspective, not from a personnel specialist's perspective." -- Hugo AsencioMore details
Edition
6th 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: 232 mm
Width: 187 mm
Weight
1184 gr
ISBN-13
978-1-5063-8233-3 (9781506382333)
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
Previous edition
Evan M. Berman | James S. Bowman | Jonathan P. West
Human Resource Management in Public Service
Paradoxes, Processes, and Problems
Book
04/2015
5th Edition
SAGE Publications Inc
€138.16
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
Preface
Acknowledgements
Introduction
Managing People
The Paradox Puzzle
Pathways Through Paradoxes: Carpe Diem
Key Terms
References
Part I. Context and Challenges
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
Summary and Conclusion
Key Terms
Exercises
Notes
References
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
Summary and Conclusion
Key Terms
Exercises
Notes
References
Part II. Processes and Skills: From Start to Finish
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
Summary and Conclusion
Key Terms
Exercises
Notes
References
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
Summary and Conclusion
Key Terms
Exercises
Appendix: The Professional Commitment Statement for Job Seekers
Notes
References
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
Summary and Conclusion
Key Terms
Exercises
Notes
References
6. Employee Motivation: Possible, Probable, or Impossible?
Pull, Push, or Drive?
Human Resource Management and the Climate for Motivation
Tools of Motivation
Summary and Conclusion
Key Terms
Exercises
Notes
References
7. Compensation: Vital, Visible, and Vicious
Equity and Expectancy Theory
Pay Determination
Philosophy
The Perennial Pay Debate
Labor Market Forces: External Competition
Job Content: Internal Consistency
Individual Considerations: Fairness and Individual Contributions
Implications
Summary and Conclusion
Key Terms
Exercises
Appendix: Compensation for Graduate Degrees in Public Affairs and Administration
Notes
References
8. Employee-Friendly Policies: Fashionable, Flexible, and Fickle
Family/Work 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
Summary and Conclusion
Key Terms
Exercises
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
Notes
References
9. Training and Development: Exploring New Frontiers
General Principles of Learning
Training Strategies
Organizational Training and Development
Strategic T&D Integration
Application: Ethics Training
Summary and Conclusion
Key Terms
Exercises
Appendix: Needs Assessment and Evaluation for Training
References
10. Appraisal: A Process in Search of a Technique
Evolution
Appraisal Systems
Raters
Rating Errors: The Underbelly of Appraisals
Improving the Process
Disciplinary Systems
Summary and Conclusion
Key Terms
Exercises
Appendix: Corrective Actions
Notes
References
11. Unions and the Government: Protectors, Partners, and Punishers
Background: Context and Evolution of Employee Relations
Differing Views of Unions
Paradoxes and Contradictions
Trends and Variations
Summary and Conclusion
Key Terms
Exercises
Appendix A: Tips for Managers When Dealing with Unions
Appendix B: Tips for Unions When Dealing with Managers
Notes
References
12. Collective Bargaining: Structures, Strategies, and Skills
Structure, Representation, and Collective Bargaining
Strategies and Skills
Bargaining-Related Reforms
Hostility Versus Harmony
Summary and Conclusion
Key Terms
Exercises
Appendix A: Bargaining Checklist and Observation Sheet
Appendix B: Mock Disciplinary Appeal Board Hearing
References
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
Exercises
Notes
References
Glossary
Index
About the Authors
Acknowledgements
Introduction
Managing People
The Paradox Puzzle
Pathways Through Paradoxes: Carpe Diem
Key Terms
References
Part I. Context and Challenges
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
Summary and Conclusion
Key Terms
Exercises
Notes
References
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
Summary and Conclusion
Key Terms
Exercises
Notes
References
Part II. Processes and Skills: From Start to Finish
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
Summary and Conclusion
Key Terms
Exercises
Notes
References
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
Summary and Conclusion
Key Terms
Exercises
Appendix: The Professional Commitment Statement for Job Seekers
Notes
References
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
Summary and Conclusion
Key Terms
Exercises
Notes
References
6. Employee Motivation: Possible, Probable, or Impossible?
Pull, Push, or Drive?
Human Resource Management and the Climate for Motivation
Tools of Motivation
Summary and Conclusion
Key Terms
Exercises
Notes
References
7. Compensation: Vital, Visible, and Vicious
Equity and Expectancy Theory
Pay Determination
Philosophy
The Perennial Pay Debate
Labor Market Forces: External Competition
Job Content: Internal Consistency
Individual Considerations: Fairness and Individual Contributions
Implications
Summary and Conclusion
Key Terms
Exercises
Appendix: Compensation for Graduate Degrees in Public Affairs and Administration
Notes
References
8. Employee-Friendly Policies: Fashionable, Flexible, and Fickle
Family/Work 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
Summary and Conclusion
Key Terms
Exercises
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
Notes
References
9. Training and Development: Exploring New Frontiers
General Principles of Learning
Training Strategies
Organizational Training and Development
Strategic T&D Integration
Application: Ethics Training
Summary and Conclusion
Key Terms
Exercises
Appendix: Needs Assessment and Evaluation for Training
References
10. Appraisal: A Process in Search of a Technique
Evolution
Appraisal Systems
Raters
Rating Errors: The Underbelly of Appraisals
Improving the Process
Disciplinary Systems
Summary and Conclusion
Key Terms
Exercises
Appendix: Corrective Actions
Notes
References
11. Unions and the Government: Protectors, Partners, and Punishers
Background: Context and Evolution of Employee Relations
Differing Views of Unions
Paradoxes and Contradictions
Trends and Variations
Summary and Conclusion
Key Terms
Exercises
Appendix A: Tips for Managers When Dealing with Unions
Appendix B: Tips for Unions When Dealing with Managers
Notes
References
12. Collective Bargaining: Structures, Strategies, and Skills
Structure, Representation, and Collective Bargaining
Strategies and Skills
Bargaining-Related Reforms
Hostility Versus Harmony
Summary and Conclusion
Key Terms
Exercises
Appendix A: Bargaining Checklist and Observation Sheet
Appendix B: Mock Disciplinary Appeal Board Hearing
References
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
Exercises
Notes
References
Glossary
Index
About the Authors