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Handbook of Human Resource Management in Government
Stephen E. Condrey (Edited by), SE Condrey (Author)
9780470484043, Wiley
Hardback, published 27 August 2010
1056 pages
23.6 x 18 x 6.4 cm, 1.769 kg
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." "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."
BOB LAVIGNA, vice president, Research, Partnership for Public Service, Washington, DC
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
Tables, Figures, and Exhibits xi Preface xv Acknowledgments xix The Editor xxi The Contributors xxiii Introduction: Toward Relevant Human Resource Management xxxix PART ONE: HUMAN RESOURCE MANAGEMENT IN A CHANGING ENVIRONMENT 1 1 The Changing Roles of the Human Resource Office 5 2 Human Resource Management in a Human Capital Environment 27 3 Beyond Civil Service: The Politics of the Emergent Paradigms 45 4 Civil Service Reform in the United States: Patterns and Trends 73 PART TWO: THE PUBLIC SECTOR WORKFORCE 95 5 Staffing the Bureaucracy: Employee Recruitment and Selection 99 6 Managing the Flexible Public Workforce: Issues and Implications 129 7 Valuing Diversity in the Changing Workplace 149 8 Managing an Aging Workforce: Trends, Issues, and Strategies 171 9 Managing Technology in the Context of Public Human Resources 199 10 Using Volunteers in the Workplace 231 PART THREE: MANAGING HUMAN RESOURCES 257 11 Going Beyond Human Resource Management Technique 261 12 Developing Practical Strategies for Maintaining Ethical Behavior 279 13 Increasing Organizational Investment in Employee Development 299 14 Understanding Organizational Climate and Culture 323 15 Conflict in the Workplace: Strategic Choices, Great Outcomes 349 16 Working with Employee Unions 379 17 Managing Local Government Human Resources Around Catastrophic Events 403 PART FOUR: THE LEGAL ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT 419 18 The Legal Issues in Human Resource Management 423 19 Affirmative Action 455 20 Sexual Harassment 475 21 The Americans with Disabilities Act 491 PART FIVE: EMPLOYEE MOTIVATION, ASSESSMENT, AND COMPENSATION 515 22 Motivating Employees: The Role of the Manager 519 23 Designing Effective Performance Appraisal Systems 555 24 Applying Effective Job Analysis Methods 587 25 Conducting Assessment Centers 615 26 Using Work Management and Job Evaluation Systems 635 27 Designing and Creating an Effective Compensation Plan 663 PART SIX: TOOLS FOR INTEGRATING HUMAN RESOURCES INTO THE ORGANIZATIONAL MISSION 687 28 Benchmarking Performance 691 29 Strategic Planning 715 30 Conducting Practical Human Resource Management Research 735 31 Contracting for Human Resource Services: Outsourcing, Privatization, and Using Consultants 769 32 Managing Employee Benefi ts: From Health Care to Pensions 817 33 The Budgeting Process: The Role of the Human Resource Professional 835 Conclusion: Toward Effective Human Resource Management 861 Online Resources 867 References 893 Name Index 983 Subject Index 989
Carolyn Ban, Charles W. Gossett
R. Paul Battaglio Jr., Jared J. Llorens
Dahlia Lynn, Donald E. Klingner
J. Edward Kellough, Lloyd G. Nigro
Steven W. Hays, Jessica E. Sowa
Sharon H. Mastracci, James R. Thompson
Mary E. Guy, Meredith A. Newman
Jonathan P. West
David H. Coursey
Jeffrey L. Brudney
David G. Carnevale, Kay Ham
Mark D. Bradbury, Rex L. Facer II
Montgomery Van Wart
J. Steven Ott, Abdul M. Baksh
Margaret S. Herrman
Robert M. Tobias
Doug Goodman, P. Edward French, Stacey Mann
Jerry Hartman, Gregory W. Homer, Alisa H. Reff
Norma M. Riccucci
Michele M. Hoyman, Jamie R. McCall
Christine B. Ledvinka
Arie Halachmi, Theo van der Krogt
Dennis M. Daley
Mark R. Foster
C. R. Swanson, Mark R. Foster
Gilbert B. Siegel
Gilbert B. Siegel
David N. Ammons
Roger G. Brown
Gary E. Roberts
Glenn W. Rainey Jr.
N. Joseph Cayer
Catherine C. Reese, Douglas J. Watson
Stephen E. Condrey
Subject Areas: Business & management [KJ]
