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Public personnel management : contexts and strategies / 7th ed

Public personnel management : contexts and strategies / 7th ed (Loan 1 times)

Material type
단행본
Personal Author
Llorens, Jared. Klingner, Donald E. Nalbandian, John, 1944-.
Title Statement
Public personnel management : contexts and strategies / Jared J. Llorens, Donald E. Klingner, John Nalbandian.
판사항
7th ed.
Publication, Distribution, etc
New York :   Routledge, Taylor & Francis Group,   2018.  
Physical Medium
x, 362 p. ; 24 cm.
ISBN
9781138281189 (hardback : alk. paper) 9781138281202 (paperback : alk. paper)
Bibliography, Etc. Note
Includes bibliographical references and index.
Subject Added Entry-Topical Term
Civil service --Personnel management.
000 00000cam u2200205 a 4500
001 000046002360
005 20191022154636
008 191017s2018 nyu b 001 0 eng d
010 ▼a 2017035811
020 ▼a 9781138281189 (hardback : alk. paper)
020 ▼a 9781138281202 (paperback : alk. paper)
020 ▼z 9781315271255 (ebook)
035 ▼a (KERIS)REF000018449513
040 ▼a DLC ▼b eng ▼c DLC ▼e rda ▼d DLC ▼d 211009
050 0 0 ▼a JF1601 ▼b .K56 2018
082 0 4 ▼a 352.6 ▼2 22
082 0 0 ▼a 362.7340973 ▼2 23
084 ▼a 352.6 ▼2 DDCK
090 ▼a 352.6 ▼b L792p7
100 1 ▼a Llorens, Jared.
245 1 0 ▼a Public personnel management : ▼b contexts and strategies / ▼c Jared J. Llorens, Donald E. Klingner, John Nalbandian.
250 ▼a 7th ed.
260 ▼a New York : ▼b Routledge, Taylor & Francis Group, ▼c 2018.
300 ▼a x, 362 p. ; ▼c 24 cm.
504 ▼a Includes bibliographical references and index.
650 0 ▼a Civil service ▼x Personnel management.
700 1 ▼a Klingner, Donald E.
700 1 ▼a Nalbandian, John, ▼d 1944-.
945 ▼a KLPA

Holdings Information

No. Location Call Number Accession No. Availability Due Date Make a Reservation Service
No. 1 Location Main Library/Western Books/ Call Number 352.6 L792p7 Accession No. 111816393 Availability Available Due Date Make a Reservation Service B M

Contents information

Table of Contents

Cover -- Title -- Copyright -- CONTENTS -- Part I Introduction -- Chapter 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 -- Chapter 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 -- 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 -- Part II Planning -- Chapter 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 -- 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 -- Chapter 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 Manager’s 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 -- Chapter 5 Defining and Organizing Work -- Job Descriptions: Different Groups Have Different Objectives -- Job Analysis and Job Descriptions: Moving Toward a Better Model -- The Role of Job Descriptions in Alternate Public Personnel Systems.
-- Summary -- Key Terms -- Discussion Questions -- Exercise: Who’s Most Qualified to Be Minority Recruitment Director? -- Case Study: Classification Reform -- Notes -- Chapter 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 -- Part III Acquisition -- Chapter 7 Social Equity and Diversity Management -- 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 -- Chapter 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 -- Discussion Questions -- Exercise: Driving Forces of Change in Recruitment and Selection -- Case Study: Information Technology Recruitment -- Notes -- Part IV Development -- Chapter 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 -- Chapter 10 Training, Education, and Staff Development -- Training as Part of Strategic Planning -- Objectives of the Development Function: Training, Education, and Staff Development -- Organizational Approaches to Development -- Developing New Employees -- Developing Current Employees -- Three Roles for the Human Resource De.
velopment 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&T’s Talent Overhaul -- Notes -- Chapter 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 -- 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 -- Chapter 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 -- Part V Sanctions -- Chapter 13 Organizational Justice -- The Sanction Function -- Establishing and Maintaining Expectations -- The Sanction Function in Alternate Personnel Systems -- The Contemporary Scene -- 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 -- Chapter 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 -- Index -- .

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