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Summary
Summary
HANDBOOK OF HUMAN RESOURCE MANAGEMENT IN GOVERNMENT, THIRD EDITION
The practice of public human resource management has evolved significantly in recent years due to increased 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 the government 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 Government becomes 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
Author Notes
The Editor Stephen E. Condrey, Ph.D., is senior associate and program director for human resource management with the University of Georgia's Carl Vinson Institute of Government. He is also adjunct professor of public administration and policy in the School of Public and International Affairs at the University of Georgia. He has over a quarter of a century experience in human resource management and has consulted nationally and internationally with over seven hundred organizations on personnel-related issues. He presently serves as editor-in-chief of the Review of Public Personnel Administration and is a member of the editorial board of Public Personnel Management.
Table of Contents
| Tables, Figures, and Exhibits | p. xi |
| Preface | p. xv |
| Acknowledgments | p. xix |
| The Editor | p. xxi |
| The Contributors | p. xxiii |
| Introduction: Toward Relevant Human Resource Management | p. xxxix |
| Part 1 Human Resource Management in a Changing Environment | p. 1 |
| 1 The Changing Roles of the Human Resource Office | p. 5 |
| 2 Human Resource Management in a Human Capital Environment | p. 27 |
| 3 Beyond Civil Service: The Politics of the Emergent Paradigms | p. 45 |
| 4 Civil Service Reform in the United States: Patterns and Trends | p. 73 |
| Part 2 The Public sector Workforce | p. 95 |
| 5 Staffing the Bureaucracy: Employee Recruitment and Selection | p. 99 |
| 6 Managing the Flexible Public Workforce: Issues and Implications | p. 129 |
| 7 Valuing Diversity in the Changing Workplace | p. 149 |
| 8 Managing an Aging Workforce: Trends, Issues, and Strategies | p. 171 |
| 9 Managing Technology in the Context of Public Human Resources | p. 199 |
| 10 Using Volunteers in the Workplace | p. 231 |
| Part 3 Managing Human Resources | p. 257 |
| 11 Going Beyond Human Resource Management Technique | p. 261 |
| 12 Developing Practical Strategies for Maintaining Ethical Behavior | p. 279 |
| 13 Increasing Organizational Investment in Employee Development | p. 299 |
| 14 Understanding Organizational Climate and Culture | p. 323 |
| 15 Conflict in the Workplace: Strategic Choices, Great Outcomes | p. 349 |
| 16 Working with Employee Unions | p. 379 |
| 17 Managing Local Government Human Resources Around Catastrophic Events | p. 403 |
| Part 4 The Legal Environment of Human Resource Management | p. 419 |
| 18 The Legal Issues in Human Resource Management | p. 423 |
| 19 Affirmative Action | p. 455 |
| 20 Sexual Harassment | p. 475 |
| 21 The Americans with Disabilities Act | p. 491 |
| Part 5 Employee Motivation, Assessment, and Compensation | p. 515 |
| 22 Motivating Employees: The Role of the Manager | p. 519 |
| 23 Designing Effective Performance Appraisal Systems | p. 555 |
| 24 Applying Effective Job Analysis Methods | p. 587 |
| 25 Conducting Assessment Centers | p. 615 |
| 26 Using Work Management and Job Evaluation Systems | p. 635 |
| 27 Designing and Creating an Effective Compensation Plan | p. 663 |
| Part 6 Tools for Integrating Human Resources into the Organizational Mission | p. 687 |
| 28 Benchmarking Performance | p. 691 |
| 29 Strategic Planning | p. 715 |
| 30 Conducting Practical Human Resource Management Research | p. 735 |
| 31 Contracting for Human Resource Services: Outsourcing, Privatization, and Using Consultants | p. 769 |
| 32 Managing Employee Benefits: From Health Care to Pensions | p. 817 |
| 33 The Budgeting Process: The Role of the Human Resource Professional | p. 835 |
| Conclusion: Toward Effective Human Resource Management | p. 861 |
| Online Resources | p. 867 |
| References | p. 893 |
| Name Index | p. 983 |
| Subject Index | p. 989 |
