國立高雄大學圖資館 |

Public personnel management :contexts and strategies /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Public personnel management :Jared J. Llorens, Donald E. Klingner, John Nalbandian.
其他題名:	contexts and strategies /
作者:	Llorens, Jared,
其他作者:	Klingner, Donald E.,
面頁冊數:	x, 362 pages ;25 cm
標題:	Civil servicePersonnel management.
ISBN:	9781138281189

Public personnel management :contexts and strategies /
Llorens, Jared,

Public personnel management :contexts and strategies /Jared J. Llorens, Donald E. Klingner, John Nalbandian. - Seventh Edition. - x, 362 pages ;25 cm

Includes bibliographical references and index.

Machine generated contents note: ch. 1 The World of Public Personnel Management -- Human Resource Management Functions -- Public Jobs as Scarce Resources -- The Four Traditional Values -- The Four Traditional Public HRM Systems: Patronage, Civil Service, Collective Bargaining, and Equal Employment Opportunity -- Two Emergent Systems: Privatization and Partnerships -- Third-Party Government and Nonstandard Work Arrangements -- Consequences of Privatization and NSWA -- Conflict and Compromise Among Alternate Personnel Systems -- Building Governance Capacity -- Summary -- Key Terms -- Discussion Questions -- Exercise: Values and Functions in Public HRM -- Case Study: Career Appointments of Political Appointees -- Notes -- ch. 2 Doing Public HRM in the United States -- Public Employment in the United States: Myths and Realities -- Shared Responsibility for Public HRM -- Systems Affect How Public HRM Is Done -- Design Dilemmas in HRM Systems -- Role Expectations for HR Managers

ISBN: 9781138281189

LCCN: 2017035811Subjects--Topical Terms:

299416
Civil service
--Personnel management.

LC Class. No.: JF1601 / .K56 2018

Dewey Class. No.: 362.7340973

Public personnel management :contexts and strategies /
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245 1 0 $a Public personnel management : $b contexts and strategies / $c Jared J. Llorens, Donald E. Klingner, John Nalbandian.
250 $a Seventh Edition.
264 1 $a New York : $b Routledge, Taylor & Francis Group, $c 2018.
264 4 $c � 2018.
300 $a x, 362 pages ; $c 25 cm
336 $a text $b txt $2 rdacontent
337 $a unmediated $b n $2 rdamedia
338 $a volume $b nc $2 rdacarrier
504 $a Includes bibliographical references and index.
505 0 $a Machine generated contents note: ch. 1 The World of Public Personnel Management -- Human Resource Management Functions -- Public Jobs as Scarce Resources -- The Four Traditional Values -- The Four Traditional Public HRM Systems: Patronage, Civil Service, Collective Bargaining, and Equal Employment Opportunity -- Two Emergent Systems: Privatization and Partnerships -- Third-Party Government and Nonstandard Work Arrangements -- Consequences of Privatization and NSWA -- Conflict and Compromise Among Alternate Personnel Systems -- Building Governance Capacity -- Summary -- Key Terms -- Discussion Questions -- Exercise: Values and Functions in Public HRM -- Case Study: Career Appointments of Political Appointees -- Notes -- ch. 2 Doing Public HRM in the United States -- Public Employment in the United States: Myths and Realities -- Shared Responsibility for Public HRM -- Systems Affect How Public HRM Is Done -- Design Dilemmas in HRM Systems -- Role Expectations for HR Managers
505 0 $a Note continued: Key Roles: Technical Expert, Professional, Educator, and Entrepreneur -- Building a Career in HRM -- Summary -- Key Terms -- Discussion Questions -- Exercise: Choosing a Municipal Personnel Director -- Director of Human Resources City of Sunny Skies -- Exercise Discussion Questions -- Case Study: The Case for Federal Civil Service Reform -- Notes -- ch. 3 Thinking Strategically About HRM -- The Assumptions of Traditional Civil Service Systems -- Challenges to These Traditional Assumptions -- Consequences of These Challenges for the Twenty-First Century Public Service Systems -- The Contemporary Model of Human Resources Management -- Key Recommendations for Improving Strategic Thinking About Public Sector HRM -- Workforce Planning as a Key to Strategic HRM -- "Demography Is Destiny: Management Summary" -- The Role of Indicators and Standards in HRM System Evaluation -- The Strategic HR Function
505 0 $a Note continued: Achieving Data-Driven HRM Through a Strategic Human Resource Management Information System -- Summary -- Key Terms -- Discussion Questions -- Exercise: Evaluating Your Human Resources Management System -- Case Study: Federal Cybersecurity Workforce Planning -- Notes -- ch. 4 The HR Role in Policy, Budget, Performance Management, and Program Evaluation -- Policymaking, Budgeting, Performance Management, and Program Evaluation -- How the HR Manager Supports These Processes -- Managing Contemporary Organizational Performance -- Enhancing the HR Managers Role in Productivity and Privatization Decisions -- Summary -- Key Terms -- Discussion Questions -- Exercise 1: A Day in the Life of a City Manager -- Exercise 2: Privatization -- Case Study: Privatization and Inequality -- Notes -- ch. 5 Defining and Organizing Work -- Job Descriptions: Different Groups Have Different Objectives -- Job Analysis and Job Descriptions: Moving Toward a Better Model
505 0 $a Note continued: The Role of Job Descriptions in Alternate Public Personnel Systems -- Summary -- Key Terms -- Discussion Questions -- Exercise: Whos Most Qualified to Be Minority Recruitment Director? -- Case Study: Classification Reform -- Notes -- ch. 6 Rewarding Work: Pay and Benefits -- The Contemporary Pay and Benefits Environment -- The Elements of a Total Compensation Package -- Laws Affecting Compensation Policy and Practice -- Strategies for Setting Pay in Public Agencies -- Pay for Performance -- Issues Involved in Pay Disparity Based on Race and Gender -- Setting Pay in Alternate Personnel Systems -- Required Employee Benefits -- Optional Employee Benefits -- Emergent Employee Benefit Issues -- Pay, Benefits, and Conflict Among Personnel Systems -- Summary -- Key Terms -- Discussion Questions -- Exercise: Reducing Unscheduled Absenteeism -- Case Study Exercise: Federal Pay Comparability -- Notes -- ch. 7 Social Equity and Diversity Management
505 0 $a Note continued: The Context for Equal Employment Opportunity, Affirmative Action, and Diversity Management -- Affirmative Action Compliance -- Impact of Case Law on EEO and AA Compliance -- Contract "Set-Asides" -- From Affirmative Action to Diversity Management -- The Role of the HR Manager in Achieving Productivity and Fairness -- Summary -- Key Terms -- Discussion Questions -- Exercise 1: Equal Employment Opportunity or Affirmative Action? -- Exercise 2: Social Equity versus Employee Rights -- Exercise 3: From EEO and AA to Diversity Management -- Case Study: Ricci et al. v. DeStefano 2009 -- Notes -- ch. 8 Recruitment, Selection, and Promotion -- The Acquisition Function -- Value Conflicts and the Acquisition Function -- External Influences and Contemporary Challenges -- Steps in the Staffing Process -- Timely Hiring Practices -- Recruitment and Selection Models -- Test Validation and the Acquisition Function -- Test Validation Methods -- Summary -- Key Terms
505 0 $a Note continued: Discussion Questions -- Exercise: Driving Forces of Change in Recruitment and Selection -- Case Study: Information Technology Recruitment -- Notes -- ch. 9 Leadership and Employee Performance -- Differences Between Political and Administrative Viewpoints -- Psychological Contracts -- The Foundation Theories: Explaining Employee Performance With Equity and Expectancy Theories -- Influences on Employees Motivation to Perform -- Influences on Employees Ability to Perform -- Organizing for Productivity -- Summary -- Key Terms -- Discussion Questions -- Exercise 1: Requiem for a Good Soldier -- Exercise 2: Recruiting an Information Technology Manager -- Case Study: Employee Job and Workplace Satisfaction in the Law Enforcement Community -- Notes -- ch. 10 Training, Education, and Staff Development -- Training as Part of Strategic Planning -- Objectives of the Development Function: Training, Education, and Staff Development
505 0 $a Note continued: Organizational Approaches to Development -- Developing New Employees -- Developing Current Employees -- Three Roles for the Human Resource Development Specialist -- Training Needs Assessment, Design, and Evaluation -- Different Perspectives From Alternate Personnel Systems -- Summary -- Key Terms -- Discussion Questions -- Exercise 1: Develop a Diversity Training Program -- Exercise 2: Training Vignettes -- Exercise 3: "How Should This Management Team Work Together?" -- Case Study: AT&Ts Talent Overhaul -- Notes -- ch. 11 Performance Management -- Why Evaluate Performance? -- Performance Appraisal and Alternate Personnel Systems -- Contemporary Challenges to Performance Appraisal -- Performance-Based and Person-Based Evaluation Criteria -- Appraisal Methods -- Who Should Evaluate Employee Performance? -- Characteristics of an Effective Appraisal System -- The Human Dynamics of the Appraisal Process
505 0 $a Note continued: Performance Appraisal, the Sanctions Process, and Fairness -- Summary -- Key Terms -- Discussion Questions -- Exercise: Evaluating Appraisal Instruments -- Case Study: New Employee Rating System, Department of Defense -- Notes -- ch. 12 Safety and Health -- The Legal Framework for Workplace Safety and Health -- Improving Workplace Health and Safety -- Workplace Violence -- Disaster Preparedness -- Substance Abuse: Tobacco, Alcohol, and Illegal Drugs -- Life-Threatening Diseases -- Employee Wellness Programs -- Balancing Organizational Effectiveness and Employee Rights -- Summary -- Key Terms -- Discussion Questions -- Exercise: Developing a Workplace Medical Marijuana Policy -- Case Study: Workplace Violence-"In Hindsight, We Could See It Coming" -- Notes -- ch. 13 Organizational Justice -- The Sanction Function -- Establishing and Maintaining Expectations -- The Sanction Function in Alternate Personnel Systems -- The Contemporary Scene
505 0 $a Note continued: Protecting Employees Constitutional Substantive Rights -- Protecting Employees Constitutional Procedural Rights -- Ongoing Issues -- Public Employee Liability -- Summary -- Key Terms -- Discussion Questions -- Exercise: Social Media Policy -- Case Study: Juan Hernandez v. The County -- Notes -- ch. 14 Collective Bargaining -- Collective Bargaining: History and Legal Basis -- Collective Bargaining, Individual Rights, and the Constitution -- Collective Bargaining Practices -- The Future of Public Sector Labor Relations -- Managing the Workforce of the Future -- Summary -- Key Terms -- Discussion Questions -- Exercise: Good Management or Bargaining in Bad Faith? -- Case Study: Union Views on Privatization and Outsourcing -- Notes.
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