Strategic human resource management in the public arena : a managerial perspective / J. Barton Cunningham.

ISBN:

9781137438041

Título:

Autor:

Cunningham, J. Barton, author.

Autor personal:

Cunningham, J. Barton, author.

Descripción física:

xxi, 392 pages ; 25 cm.

Contenido:

PART I: THE SHRM STRATEGIC CONTEXT 1. Human Resource Management's Strategic Pressures -- 2. Using a SHRM-Balanced Scorecard as a Strategic Framework -- PART II: DESIGNING CUSTOMER FOCUSED JOBS 3. Defining Competencies and Critical Requirements for a Job -- 4. Engaging Employees in More Productive Ways of Working -- 5. Workforce Forecasting and Planning -- PART III: ALIGNING STAFFING AND PERFORMANCE MANAGEMENT PROCESSES 6. Recruiting a Diverse Workforce -- 7. Aligning Selection Strategies -- 8. Encouraging Employee Development in Reviewing Performance -- PART IV: DEVELOPING AND ENGAGING EMPLOYEES 9. Encouraging Individually-directed Career Development -- 10. Encouraging Competency-based Training and Development -- 11. Reducing Stress and Improving Workplace Health and Safety -- 12. Negotiating a Collective Agreement Using Positional and Interest-based Processes -- 13. Developing a Positive Labour Relations Climate -- PART V: COMPENSATING AND REWARDING PEOPLE 14. Designing Compensation Systems to Respond to Equity Requirements -- 15. Constructing Retirement and Benefits Plans -- 16. Paying for Performance and Recognizing Employees.

Término del tema:

Strategic planning.

Nonprofit organizations.

Nonprofit organizations -- Management.

Personnel management.

Formato:

Libros

Fecha de publicación:

2016

WAIT_PUBINFO:

London ;

New York, NY :

Palgrave,

2016.

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Signatura topográfica	Tipo de material	Copia	Ubicación de estante	Estado
658.301 CUN	Book	1	Standard shelving location	Búsqueda… Desconocido

Notas del autor

J. Barton Cunningham is a Professor in the School of Public Administration at the University of Victoria, Canada.

Tabla de contenido

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

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