List of Figures | p. x |
List of Tables | p. xi |
Acknowledgements | p. xii |
Preface | p. xiii |
Part I Putting Strategy into Human Resource Management in the Public Sector | p. 1 |
1 Human Resource Management's Strategic Pressures | p. 3 |
Chapter Objectives (COs) | p. 3 |
A Driving Issue Focusing Managerial Action: The Increasing Importance of Intangibles in Public Sector Performance | p. 3 |
CO 1 Strategic Human Resource Management (SHRM) | p. 5 |
CO 2 Societal Forces or Pressures Shaping SHRM | p. 9 |
Before Applying, Let's Review | p. 21 |
Discussion and Review Questions | p. 22 |
2 Using a SHRM Balanced Scorecard as a Strategic Framework | p. 25 |
Chapter Objectives (COs) | p. 25 |
A Driving Issue Focusing Managerial Action: NPM | p. 25 |
CO 1 Different Perspectives Defining SHRM | p. 27 |
CO 2 The Balanced Scorecard in Public Organizations | p. 31 |
CO 3 The SHRM Balanced Scorecard | p. 34 |
SHRM BSC Terminology | p. 41 |
Before Applying, Let's Review | p. 42 |
Discussion and Review Questions | p. 43 |
Part II Designing Customer-Focused Jobs | p. 47 |
3 Defining Competencies and Critical Requirements for a Job | p. 49 |
Chapter Objectives (COs) | p. 49 |
A Driving Issue Focusing Managerial Action: Competency-Based Management (CBM) | p. 49 |
CO 1 Identifying Essential Job Requirements and Competencies in the Job Analysis Process | p. 51 |
CO 2 Competency Models in Strategic Management | p. 58 |
CO 3 Identifying Competencies and Performance Norms | p. 62 |
Before Applying, Let's Review | p. 64 |
Discussion and Review Questions | p. 65 |
4 Engaging Employees in More Productive Ways of Working | p. 68 |
Chapter Objectives (COs) | p. 68 |
A Driving Issue Focusing Managerial Action: How Public Service Motivation (PSM) Affects Public Service Organizations | p. 68 |
CO 1 Employee Engagement and Job Enrichment | p. 70 |
CO 2 Quality of Working Life (QWL) and Total Quality Management (TQM) | p. 76 |
CO 3 Emerging Perspectives on Job and Organizational Design | p. 81 |
Before Applying, Let's Review | p. 85 |
Discussion and Review Questions | p. 85 |
5 Workforce Forecasting and Planning | p. 89 |
Chapter Objectives (COs) | p. 89 |
A Driving Issue Focusing Managerial Action: Responding to the Changing Age Profile in Workforce Planning | p. 89 |
CO 1 Workforce Planning in the Public Sector | p. 91 |
CO 2 Tools for Forecasting Demand and Supply of Skills | p. 96 |
CO 3 Using Scenarios in Public Sector Workforce Planning | p. 101 |
Before Applying, Let's Review | p. 104 |
Discussion and Review Questions | p. 105 |
Part III Aligning Staffing and Performance Management Processes | p. 109 |
6 Recruiting a Diverse Workforce | p. 111 |
Chapter Objectives (COs) | p. 111 |
A Driving Issue Focusing Managerial Action: Recognizing New Paradigms On Diversity | p. 111 |
CO 1 Focusing Recruitment to Meet Diversity Objectives | p. 113 |
Co 2 The Relevance of Three Recruiting Strategies in Meeting Diversity Objectives | p. 117 |
Co 3 The Employee's Perspective - Searching for a Job | p. 130 |
Before Applying, Let's Review | p. 131 |
Discussion and Review Questions | p. 132 |
7 Aligning Selection Strategies | p. 135 |
Chapter Objectives (COs) | p. 135 |
A Driving Issue Focusing Managerial Action: Employee Fitness in the Strategic Context | p. 135 |
CO 1 Apply the Triangulation Principle in Picking Selection Tools to Reliably and Validly Make Selection Decisions | p. 137 |
CO 2 Tests and Inventories in Selection | p. 144 |
CO 3 Selection Interviewing | p. 148 |
Before Applying, Let's Review | p. 153 |
Discussion and Review Questions | p. 154 |
8 Encouraging Employee Development In Reviewing Performance | p. 157 |
Chapter Objectives (COs) | p. 157 |
A Driving Issue Focusing Managerial Action: Responding to the Problems with Performance Reviews | p. 157 |
CO 1 Goal Setting in the Strategic Process | p. 159 |
CO 2 Different Approaches to Managing Performance Reviews | p. 161 |
CO 3 Formative Approaches for Encouraging Feedback | p. 169 |
CO 4 Carrying out a Goal-Setting Performance Review | p. 171 |
CO 5 Carrying Out Disciplinary and Termination Procedures | p. 178 |
Before Applying, Let's Review | p. 181 |
Discussion and Review Questions | p. 182 |
Part IV Developing and Engaging Employees | p. 185 |
9 Encouraging Individually Directed Career Development | p. 187 |
Chapter Objectives (COs) | p. 187 |
A Driving Issue Focusing Managerial Action; Recognizing How Vocational Preferences Shape How People Fit | p. 187 |
CO 1 The Emergence of a New Career Contract | p. 189 |
CO 2 Organizational and Individually Directed Career Development | p. 191 |
CO 3 Career Development Planning for a Boundary-Less Career | p. 195 |
Before Applying, Let's Review | p. 197 |
Discussion and Review Questions | p. 198 |
10 Encouraging Competency-Based Training and Development | p. 201 |
Chapter Objectives (COs) | p. 201 |
A Driving Issue Focusing Managerial Action: Linking Training to Application | p. 201 |
CO 1 Competency-Based Training in Meeting Training Needs | p. 203 |
CO 2 Applying Experiential Learning in Training and Development Before Applying, Let's Review Discussion and Review Questions | p. 211 |
11 Reducing Stress and Improving Workplace Health and Safety | p. 214 |
Chapter Objectives (Cos) | p. 214 |
A Driving Issue Focusing Managerial Action: Responding to the New World of Workplace Safety and Health | p. 214 |
CO 1 Workplace Mental Health and Stress | p. 216 |
CO 2 Managing Absenteeism in Returning People to Work | p. 224 |
CO 3 Developing a Culture Supporting Workplace Safety and Health | p. 226 |
Before Applying, Let's Review | p. 233 |
Discussion and Review Questions | p. 233 |
12 Negotiating a Collective Agreement Using Positional and Interest-based Processes | p. 238 |
Chapter Objectives (Cos) | p. 238 |
A Driving Issue Focusing Managerial Action: Responding to the Way Unions Have Changed Over the Years | p. 238 |
CO 1 Negotiating a Collective Agreement in the Public Sector | p. 240 |
CO 2 Integrative or Interest-Based Processes for Resolving Disputes | p. 244 |
Before Applying, Let's Review | p. 249 |
Discussion and Review Questions | p. 250 |
13 Developing a Positive Labour Relations Climate | p. 253 |
Chapter Objectives (COs) | p. 253 |
A Driving Issue Focusing Managerial Action: Working with the International Framework of Laws for Developing a Positive Labour Relations Climate | p. 253 |
CO 1 Shaping and Influencing a Positive Labour Relations Climate | p. 255 |
CO 2 Integrative or Problem-Solving Approaches for Resolving Disputes | p. 259 |
CO 3 Procedural Justice in Maintaining a Positive Labour Relations Climate | p. 262 |
Before Applying, Let's Review | p. 267 |
Discussion and Review Questions | p. 267 |
Part V Compensating and Rewarding People | p. 271 |
14 Designing Compensation Systems To Respond To Equity Requirements | p. 273 |
Chapter Objectives (COs) | p. 273 |
A Driving Issue Focusing Managerial Action: Knowing What it is About Pay That is a Satisfier | p. 273 |
CO 1 Using Equity Objectives to Design a Compensation System | p. 275 |
CO 2 Traditional Approaches for Evaluating Jobs | p. 277 |
CO 3 Designing and Applying a Point Job Evaluation Approach | p. 279 |
Before Applying, Let's Review | p. 286 |
Discussion and Review Questions | p. 286 |
15 Constructing Retirement and Benefits Plans | p. 289 |
Chapter Objectives (COs) | p. 289 |
A Driving Issue Focusing Managerial Action: Recognizing that Different People Want Different Types of Employee Benefits | p. 289 |
CO 1 The New World of Funding Pension Benefits | p. 291 |
CO 2 The New World of Funding Health Care Benefits | p. 295 |
CO 3 The New World of Work-Family Benefits | p. 299 |
Before Applying, Let's Review | p. 301 |
Discussion and Review Questions | p. 302 |
16 Paying for Performance and Recognizing Employees | p. 305 |
Chapter Objectives (COs) | p. 305 |
A Driving Issue Focusing Managerial Action: Seeing How Different Countries Place More Emphasis on Pay for Performance (PFP) | p. 305 |
CO 1 PFP in Public Organizations | p. 306 |
CO 2 Recognizing and Providing Feedback on Employee Contributions Before Applying, Let's Review | p. 315 |
Discussion and Review Questions | p. 316 |
References | p. 318 |
Glossary | p. 369 |
Index | p. 389 |