简介
The practice of public human resource management has evolved significantly in recent years due toincreased outsourcing, privatization, and the diminution of public employee rights. This thoroughly revised and updated edition of the classic reference Handbook of Human Resource Management in Government offers authoritative, state-of-the-art information for public administrators and human resource professionals. The third edition features contributions from noted experts in the field, including Donald E. Klingner, Mary E. Guy, Jonathan P. West, Jeffrey L. Brudney, Montgomery Van Wart, J. J. Steven Ott, Norma M. Riccucci, and many more. Praise for the Handbook of Human Resource Management in Government "This third edition of the Handbook of Human Resource Management in Government is an essential resource for scholars, practitioners, and general readers in need of concise summaries of up-to-date, cutting-edge, public personnel administration research. No other handbook on the market more concisely, more comprehensively, more clearly synthesizes this vast, rapidly changing field that remains so vital to effective government performance." -Richard Stillman, editor-in-chief, Public Administration Review "The Handbook of Human Resource Management in Government comprehensively and seamlessly blends theory and practice. The result is a clear road map that can finally make HR a key player in helping thegovernment meet the unprecedented challenges facing our nation, our states, and our communities." -Bob Lavigna, vice president, Research, Partnership for Public Service, Washington, DC "With each successive edition, Condrey's Handbook of Human Resource Management in Governmentbecomes a more essential tool for graduate students who wish to improve their understanding of this field. Condrey's own expertise has enabled him to take contributions from leading experts in the field and shape them into a reader that is comprehensive, engaging, and authoritative." -Donald E. Klingner, University of Colorado Distinguished Professor, School of Public Affairs, University of Colorado at Colorado Springs; former president, American Society for Public Administration; and fellow, National Academy of Public Administration "For anyone concerned with HRM in government, this updated and expanded volume is 'must reading.'"-Meredith Newman, president, American Society for Public Administration
目录
CONTENTS 9
TABLES, FIGURES, AND EXHIBITS 13
PREFACE 17
INTRODUCTION: TOWARD RELEVANT HUMAN RESOURCE MANAGEMENT 41
Changing Public Human Resource Management 42
How We Got Where We Are Today 43
Personnel Administration and the Call for Reform 45
Delivery of Human Resource Management Services: Five Models 46
Comparing the Models 49
Conclusion 54
PART ONE: HUMAN RESOURCE MANAGEMENT IN A CHANGING ENVIRONMENT 57
CHAPTER 1: THE CHANGING ROLES OF THE HUMAN RESOURCE OFFICE 61
The Multiple Roles of the HR Office 62
Future Directions: Moving from Bush to Obama 75
Conclusion 80
Discussion Questions 81
CHAPTER 2: HUMAN RESOURCE MANAGEMENT IN A HUMAN CAPITAL ENVIRONMENT 83
Applying a Human Capital Management Approach in the Public Sector 84
Strategic Human Capital Management and Workforce Planning 85
Monitoring and Evaluating Human Capital Management Efforts 94
Conclusion 98
Discussion Questions 99
CHAPTER 3: BEYOND CIVIL SERVICE 101
A Historical Perspective 104
Thinking Strategically: Emergent Paradigms\u2019 Impact on Traditional Values and Outcomes 115
The Changing Structure and Role of Public HRM 120
Conclusion 125
Discussion Questions 126
CHAPTER 4: CIVIL SERVICE REFORM IN THE UNITED STATES 129
Constants of Civil Service Reform 131
Reform Trends 134
Conclusion 149
Discussion Questions 150
PART TWO: THE PUBLIC SECTOR WORKFORCE 151
CHAPTER 5: STAFFING THE BUREAUCRACY 155
The Meritless System: Past as Prologue 158
The Staffing Process: A Primer 163
The Recruitment Process 165
Selection Dilemmas and Strategies 175
Conclusion 182
Discussion Questions 183
CHAPTER 6: MANAGING THE FLEXIBLE PUBLIC WORKFORCE 185
NSWA Definitions 189
Historical Trends in Nonstandard Work Arrangements 191
Why Do Employers Use Nonstandard Work Arrangements? 195
Why Do Employees Work in Nonstandard Arrangements? 198
Benefi ts and Costs of NSWAs 199
Theoretical Issues 201
Management Issues 202
Conclusion 202
Notes 203
Discussion Questions 204
CHAPTER 7: VALUING DIVERSITY IN THE CHANGING WORKPLACE 205
What Is Diversity? 206
How Diverse Is the Public Workforce? 208
What Are the Human Capital Challenges? 214
How Does Work Diversity Interact with Workforce Diversity? 216
What Is the Impact of Differentness? 218
Conclusion 222
Discussion Questions 224
CHAPTER 8: MANAGING AN AGING WORKFORCE 227
Trends 228
Issues 231
Managerial Strategies 237
Accomplishments and Barriers 245
Case Studies 247
Conclusion 251
Discussion Questions 251
CHAPTER 9: MANAGING TECHNOLOGY IN THE CONTEXT OF PUBLIC HUMAN RESOURCES 255
HRM Information Systems 258
IT Staffing and Skills 268
Employee Policies Related to IT 271
The HR Manager\u2019s Role in Applying IT 280
Conclusion 284
Discussion Questions 285
CHAPTER 10: USING VOLUNTEERS IN THE WORKPLACE 287
Who Is a Volunteer? 288
Challenges of Government -Based Volunteer Programs 291
Conclusion 309
Discussion Questions 310
PART THREE: MANAGING HUMAN RESOURCES 313
CHAPTER 11: GOING BEYOND HUMAN RESOURCE MANAGEMENT TECHNIQUE 317
High Performance and HRM 320
Fundamental Values of OD and Citizen Engagement 324
Parallels Between Employee and Citizen Participation 327
HRM, OD, and Organizational Performance 330
Conclusion 331
Discussion Questions 332
CHAPTER 12: DEVELOPING PRACTICAL STRATEGIES FOR MAINTAINING ETHICAL BEHAVIOR 335
Ethics and Human Resource Management 336
Ethical Challenges in Public HRM 339
Practical Approaches 340
Conclusion 352
Discussion Questions 352
CHAPTER 13: INCREASING ORGANIZATIONAL INVESTMENT IN EMPLOYEE DEVELOPMENT 355
Surveying Training and Development Needs 359
Understanding the Basics of Learning Theory 367
Understanding Six Families of Instructional Methods 371
Moving into Advanced Forms of Learning 374
Conclusion 377
Discussion Questions 377
CHAPTER 14: UNDERSTANDING ORGANIZATIONAL CLIMATE AND CULTURE 379
Organizational Climate 383
Organizational Culture 384
Identifying Organizational Climate 389
Identifying Organizational Culture 399
Conclusion 403
Discussion Questions 403
CHAPTER 15: CONFLICT IN THE WORKPLACE 405
Conflict 406
Examples from Workplaces 413
Constructing a Model Program 415
Conclusion 430
Notes 432
Discussion Questions 433
CHAPTER 16: WORKING WITH EMPLOYEE UNIONS 435
Historical Labor-Management Paradigm 436
History of Labor Relations in State and Municipal Governments 443
President Clinton\u2019s Approach 443
Results of President Clinton\u2019s Efforts 446
President Bush\u2019s Approach 451
Prospects for the Future 454
Conclusion 456
Notes 456
Discussion Questions 457
CHAPTER 17: MANAGING LOCAL GOVERNMENT HUMAN RESOURCES AROUND CATASTROPHIC EVENTS 459
Intergovernmental Relations 460
Emergency Management Framework and HR Management 463
Conclusion 472
Discussion Questions 474
PART FOUR: THE LEGAL ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT 475
CHAPTER 18: THE LEGAL ISSUES IN HUMAN RESOURCE MANAGEMENT 479
Federal Discrimination Laws 480
Federal Wage, Hour, and Benefit Laws 493
State and Local Laws 496
Constitutional Constraints on the Public Employer 497
Conclusion 508
Notes 509
Discussion Questions 510
CHAPTER 19: AFFIRMATIVE ACTION 511
Defining the Concepts 512
The Legal Environment of Affirmative Action 512
The Political Environment of Affirmative Action 520
The Managerial Aspects of Affirmative Action 521
Conclusion 525
Notes 526
Discussion Questions 526
CHAPTER 20: SEXUAL HARASSMENT 531
The Legal Framework of Sexual Harassment Claims 533
Impacts of Sexual Harassment 538
Managing Sexual Harassment in the Public Sector 539
Conclusion 544
Discussion Questions 545
CHAPTER 21: THE AMERICANS WITH DISABILITIES ACT 547
Overview of the Americans with Disabilities Act of 1990 550
Case Law 555
Implementation of the ADA 561
Reasonable Accommodation 563
Actions Required by Title II 566
Cautions About the Americans with Disabilities Act 567
Conclusion 568
Discussion Questions 569
PART FIVE: EMPLOYEE MOTIVATION, ASSESSMENT, AND COMPENSATION 571
CHAPTER 22: MOTIVATING EMPLOYEES 575
The Changing Nature of the Workplace 577
The Importance of Motivation 580
Models of Motivation 583
Incentives in the Workplace 601
Management of Performance: Emerging Trends 605
Conclusion 606
Discussion Questions 610
CHAPTER 23: DESIGNING EFFECTIVE PERFORMANCE APPRAISAL SYSTEMS 611
Why Do We Appraise? 611
What Do We Appraise? 613
Who Does the Appraising? 618
When Do We Appraise? 621
How Do We Appraise? 622
Rater Error 637
Conclusion 641
Discussion Questions 642
CHAPTER 24: APPLYING EFFECTIVE JOB ANALYSIS METHODS 643
Definition of Job Analysis 643
Uses of Job Analysis Information 644
Sources and Methods for Gathering Job Analysis Information 649
Job Analysis Methods 652
Legal Views of Job Analysis 667
Conclusion 670
Discussion Questions 670
CHAPTER 25: CONDUCTING ASSESSMENT CENTERS 671
What Is an Assessment Center? 671
Why Use an Assessment Center? 672
Assessment Process Criteria 673
Practical Steps in Conducting Assessment Centers 683
Conclusion 689
Discussion Questions 690
CHAPTER 26: USING WORK MANAGEMENT AND JOB EVALUATION SYSTEMS 691
Importance of Job Evaluation Systems in Government 691
Job Evaluation, Work Design, and the Job Hierarchy 692
Uses of Job Evaluation in Government 693
Components of a Job Evaluation System 694
Job Evaluation Methodologies 696
Broadbanding 705
Staff-Developed Versus Consultant-Developed Plans 706
Factor-Point Procedural Examples 708
Conclusion 716
Discussion Questions 716
CHAPTER 27: DESIGNING AND CREATING AN EFFECTIVE COMPENSATION PLAN 719
Objectives: What Do We Pay For? 719
The Effects of Paying Premium Compensation to Public Employees 727
Multiple Pay Systems and Multiple Objectives 728
Problems of Performance-Based Systems 729
How to Construct and Maintain an Effective Salary Structure 732
Conclusion 741
Discussion Questions 741
PART SIX: TOOLS FOR INTEGRATING HUMAN RESOURCES INTO THE ORGANIZATIONAL MISSION 743
CHAPTER 28: BENCHMARKING PERFORMANCE 747
Distinguishing Versions of Benchmarking 747
Benchmarks as Diagnostic Gauges 755
Steps in Corporate-Style Benchmarking 761
Applicable Analytical Tools and Techniques 764
Public Sector Uses of Benchmarking 767
Conclusion 768
Notes 769
Discussion Questions 769
CHAPTER 29: STRATEGIC PLANNING 771
The Planning Cycle 772
Conclusion 789
Discussion Questions 789
CHAPTER 30: CONDUCTING PRACTICAL HUMAN RESOURCE MANAGEMENT RESEARCH 791
Research Basics 792
Surveys 794
Interviews 806
Focus Groups 810
Performance Archives 814
Return on Investment Analysis 817
Conclusion 823
Discussion Questions 824
CHAPTER 31: CONTRACTING FOR HUMAN RESOURCE SERVICES 825
The Context of HR Contracting 827
Outsourcing and Privatization 829
Consultants and Project Contracts 836
The Public Sector as a Consulting Environment 845
Sources and Resources: Finding Information and Providers 847
Bidding, Contracting, and Costs 849
Some Prominent Problems in Using Consultants and Outsourcing 856
Evaluating Consultants and Proposals 862
Some Thoughts on the Future 867
Notes 869
Discussion Questions 869
CHAPTER 32: MANAGING EMPLOYEE BENEFITS 873
The Structure of Benefit Plans 874
Adapting to Changing Demographics and Needs 885
Assessing the Status of Benefi ts in the Public Sector 887
Conclusion 887
Discussion Questions 889
CHAPTER 33: THE BUDGETING PROCESS 891
Providing Appropriate Staffing Levels 892
Determining Fair and Competitive Pay 901
Determining Employee Benefits 905
Advocating Training, Technical Support, and Safety 906
Costing Government Services 908
Advising the Decision Makers 909
Key Decisions 911
Managing in a Fiscal Crisis 914
Conclusion 916
Discussion Questions 916
CONCLUSION 917
Themes and Directions 917
Joining Theory and Practice 921
ONLINE RESOURCES 923
REFERENCES 949
NAME INDEX 1039
SUBJECT INDEX 1045
TABLES, FIGURES, AND EXHIBITS 13
PREFACE 17
INTRODUCTION: TOWARD RELEVANT HUMAN RESOURCE MANAGEMENT 41
Changing Public Human Resource Management 42
How We Got Where We Are Today 43
Personnel Administration and the Call for Reform 45
Delivery of Human Resource Management Services: Five Models 46
Comparing the Models 49
Conclusion 54
PART ONE: HUMAN RESOURCE MANAGEMENT IN A CHANGING ENVIRONMENT 57
CHAPTER 1: THE CHANGING ROLES OF THE HUMAN RESOURCE OFFICE 61
The Multiple Roles of the HR Office 62
Future Directions: Moving from Bush to Obama 75
Conclusion 80
Discussion Questions 81
CHAPTER 2: HUMAN RESOURCE MANAGEMENT IN A HUMAN CAPITAL ENVIRONMENT 83
Applying a Human Capital Management Approach in the Public Sector 84
Strategic Human Capital Management and Workforce Planning 85
Monitoring and Evaluating Human Capital Management Efforts 94
Conclusion 98
Discussion Questions 99
CHAPTER 3: BEYOND CIVIL SERVICE 101
A Historical Perspective 104
Thinking Strategically: Emergent Paradigms\u2019 Impact on Traditional Values and Outcomes 115
The Changing Structure and Role of Public HRM 120
Conclusion 125
Discussion Questions 126
CHAPTER 4: CIVIL SERVICE REFORM IN THE UNITED STATES 129
Constants of Civil Service Reform 131
Reform Trends 134
Conclusion 149
Discussion Questions 150
PART TWO: THE PUBLIC SECTOR WORKFORCE 151
CHAPTER 5: STAFFING THE BUREAUCRACY 155
The Meritless System: Past as Prologue 158
The Staffing Process: A Primer 163
The Recruitment Process 165
Selection Dilemmas and Strategies 175
Conclusion 182
Discussion Questions 183
CHAPTER 6: MANAGING THE FLEXIBLE PUBLIC WORKFORCE 185
NSWA Definitions 189
Historical Trends in Nonstandard Work Arrangements 191
Why Do Employers Use Nonstandard Work Arrangements? 195
Why Do Employees Work in Nonstandard Arrangements? 198
Benefi ts and Costs of NSWAs 199
Theoretical Issues 201
Management Issues 202
Conclusion 202
Notes 203
Discussion Questions 204
CHAPTER 7: VALUING DIVERSITY IN THE CHANGING WORKPLACE 205
What Is Diversity? 206
How Diverse Is the Public Workforce? 208
What Are the Human Capital Challenges? 214
How Does Work Diversity Interact with Workforce Diversity? 216
What Is the Impact of Differentness? 218
Conclusion 222
Discussion Questions 224
CHAPTER 8: MANAGING AN AGING WORKFORCE 227
Trends 228
Issues 231
Managerial Strategies 237
Accomplishments and Barriers 245
Case Studies 247
Conclusion 251
Discussion Questions 251
CHAPTER 9: MANAGING TECHNOLOGY IN THE CONTEXT OF PUBLIC HUMAN RESOURCES 255
HRM Information Systems 258
IT Staffing and Skills 268
Employee Policies Related to IT 271
The HR Manager\u2019s Role in Applying IT 280
Conclusion 284
Discussion Questions 285
CHAPTER 10: USING VOLUNTEERS IN THE WORKPLACE 287
Who Is a Volunteer? 288
Challenges of Government -Based Volunteer Programs 291
Conclusion 309
Discussion Questions 310
PART THREE: MANAGING HUMAN RESOURCES 313
CHAPTER 11: GOING BEYOND HUMAN RESOURCE MANAGEMENT TECHNIQUE 317
High Performance and HRM 320
Fundamental Values of OD and Citizen Engagement 324
Parallels Between Employee and Citizen Participation 327
HRM, OD, and Organizational Performance 330
Conclusion 331
Discussion Questions 332
CHAPTER 12: DEVELOPING PRACTICAL STRATEGIES FOR MAINTAINING ETHICAL BEHAVIOR 335
Ethics and Human Resource Management 336
Ethical Challenges in Public HRM 339
Practical Approaches 340
Conclusion 352
Discussion Questions 352
CHAPTER 13: INCREASING ORGANIZATIONAL INVESTMENT IN EMPLOYEE DEVELOPMENT 355
Surveying Training and Development Needs 359
Understanding the Basics of Learning Theory 367
Understanding Six Families of Instructional Methods 371
Moving into Advanced Forms of Learning 374
Conclusion 377
Discussion Questions 377
CHAPTER 14: UNDERSTANDING ORGANIZATIONAL CLIMATE AND CULTURE 379
Organizational Climate 383
Organizational Culture 384
Identifying Organizational Climate 389
Identifying Organizational Culture 399
Conclusion 403
Discussion Questions 403
CHAPTER 15: CONFLICT IN THE WORKPLACE 405
Conflict 406
Examples from Workplaces 413
Constructing a Model Program 415
Conclusion 430
Notes 432
Discussion Questions 433
CHAPTER 16: WORKING WITH EMPLOYEE UNIONS 435
Historical Labor-Management Paradigm 436
History of Labor Relations in State and Municipal Governments 443
President Clinton\u2019s Approach 443
Results of President Clinton\u2019s Efforts 446
President Bush\u2019s Approach 451
Prospects for the Future 454
Conclusion 456
Notes 456
Discussion Questions 457
CHAPTER 17: MANAGING LOCAL GOVERNMENT HUMAN RESOURCES AROUND CATASTROPHIC EVENTS 459
Intergovernmental Relations 460
Emergency Management Framework and HR Management 463
Conclusion 472
Discussion Questions 474
PART FOUR: THE LEGAL ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT 475
CHAPTER 18: THE LEGAL ISSUES IN HUMAN RESOURCE MANAGEMENT 479
Federal Discrimination Laws 480
Federal Wage, Hour, and Benefit Laws 493
State and Local Laws 496
Constitutional Constraints on the Public Employer 497
Conclusion 508
Notes 509
Discussion Questions 510
CHAPTER 19: AFFIRMATIVE ACTION 511
Defining the Concepts 512
The Legal Environment of Affirmative Action 512
The Political Environment of Affirmative Action 520
The Managerial Aspects of Affirmative Action 521
Conclusion 525
Notes 526
Discussion Questions 526
CHAPTER 20: SEXUAL HARASSMENT 531
The Legal Framework of Sexual Harassment Claims 533
Impacts of Sexual Harassment 538
Managing Sexual Harassment in the Public Sector 539
Conclusion 544
Discussion Questions 545
CHAPTER 21: THE AMERICANS WITH DISABILITIES ACT 547
Overview of the Americans with Disabilities Act of 1990 550
Case Law 555
Implementation of the ADA 561
Reasonable Accommodation 563
Actions Required by Title II 566
Cautions About the Americans with Disabilities Act 567
Conclusion 568
Discussion Questions 569
PART FIVE: EMPLOYEE MOTIVATION, ASSESSMENT, AND COMPENSATION 571
CHAPTER 22: MOTIVATING EMPLOYEES 575
The Changing Nature of the Workplace 577
The Importance of Motivation 580
Models of Motivation 583
Incentives in the Workplace 601
Management of Performance: Emerging Trends 605
Conclusion 606
Discussion Questions 610
CHAPTER 23: DESIGNING EFFECTIVE PERFORMANCE APPRAISAL SYSTEMS 611
Why Do We Appraise? 611
What Do We Appraise? 613
Who Does the Appraising? 618
When Do We Appraise? 621
How Do We Appraise? 622
Rater Error 637
Conclusion 641
Discussion Questions 642
CHAPTER 24: APPLYING EFFECTIVE JOB ANALYSIS METHODS 643
Definition of Job Analysis 643
Uses of Job Analysis Information 644
Sources and Methods for Gathering Job Analysis Information 649
Job Analysis Methods 652
Legal Views of Job Analysis 667
Conclusion 670
Discussion Questions 670
CHAPTER 25: CONDUCTING ASSESSMENT CENTERS 671
What Is an Assessment Center? 671
Why Use an Assessment Center? 672
Assessment Process Criteria 673
Practical Steps in Conducting Assessment Centers 683
Conclusion 689
Discussion Questions 690
CHAPTER 26: USING WORK MANAGEMENT AND JOB EVALUATION SYSTEMS 691
Importance of Job Evaluation Systems in Government 691
Job Evaluation, Work Design, and the Job Hierarchy 692
Uses of Job Evaluation in Government 693
Components of a Job Evaluation System 694
Job Evaluation Methodologies 696
Broadbanding 705
Staff-Developed Versus Consultant-Developed Plans 706
Factor-Point Procedural Examples 708
Conclusion 716
Discussion Questions 716
CHAPTER 27: DESIGNING AND CREATING AN EFFECTIVE COMPENSATION PLAN 719
Objectives: What Do We Pay For? 719
The Effects of Paying Premium Compensation to Public Employees 727
Multiple Pay Systems and Multiple Objectives 728
Problems of Performance-Based Systems 729
How to Construct and Maintain an Effective Salary Structure 732
Conclusion 741
Discussion Questions 741
PART SIX: TOOLS FOR INTEGRATING HUMAN RESOURCES INTO THE ORGANIZATIONAL MISSION 743
CHAPTER 28: BENCHMARKING PERFORMANCE 747
Distinguishing Versions of Benchmarking 747
Benchmarks as Diagnostic Gauges 755
Steps in Corporate-Style Benchmarking 761
Applicable Analytical Tools and Techniques 764
Public Sector Uses of Benchmarking 767
Conclusion 768
Notes 769
Discussion Questions 769
CHAPTER 29: STRATEGIC PLANNING 771
The Planning Cycle 772
Conclusion 789
Discussion Questions 789
CHAPTER 30: CONDUCTING PRACTICAL HUMAN RESOURCE MANAGEMENT RESEARCH 791
Research Basics 792
Surveys 794
Interviews 806
Focus Groups 810
Performance Archives 814
Return on Investment Analysis 817
Conclusion 823
Discussion Questions 824
CHAPTER 31: CONTRACTING FOR HUMAN RESOURCE SERVICES 825
The Context of HR Contracting 827
Outsourcing and Privatization 829
Consultants and Project Contracts 836
The Public Sector as a Consulting Environment 845
Sources and Resources: Finding Information and Providers 847
Bidding, Contracting, and Costs 849
Some Prominent Problems in Using Consultants and Outsourcing 856
Evaluating Consultants and Proposals 862
Some Thoughts on the Future 867
Notes 869
Discussion Questions 869
CHAPTER 32: MANAGING EMPLOYEE BENEFITS 873
The Structure of Benefit Plans 874
Adapting to Changing Demographics and Needs 885
Assessing the Status of Benefi ts in the Public Sector 887
Conclusion 887
Discussion Questions 889
CHAPTER 33: THE BUDGETING PROCESS 891
Providing Appropriate Staffing Levels 892
Determining Fair and Competitive Pay 901
Determining Employee Benefits 905
Advocating Training, Technical Support, and Safety 906
Costing Government Services 908
Advising the Decision Makers 909
Key Decisions 911
Managing in a Fiscal Crisis 914
Conclusion 916
Discussion Questions 916
CONCLUSION 917
Themes and Directions 917
Joining Theory and Practice 921
ONLINE RESOURCES 923
REFERENCES 949
NAME INDEX 1039
SUBJECT INDEX 1045
- 名称
- 类型
- 大小
光盘服务联系方式: 020-38250260 客服QQ：4006604884
云图客服：
用户发送的提问，这种方式就需要有位在线客服来回答用户的问题，这种 就属于对话式的,问题是这种提问是否需要用户登录才能提问
Video Player
×
Audio Player
×
pdf Player
×
