Human resource management in public service : paradoxes, processes, and problems /
Evan M. Berman [and 3 others].
- Seventh edition
- xix, 639 pages ; 23 cm.
Includes bibliographical references and index.
The public service heritage: people, process, and purpose -- Legal rights and responsibilities: laws governing the workplace -- Recruitment: from passive posting to social media networking -- Selection: from civil service commissions to decentralized decision making -- Position management: judicious plan or jigsaw puzzle? -- Employee motivation; possible, probable, or impossible? -- Compensation: vital, visible, and vicious -- Employee-friendly policies: fashionable, flexible, and fickle -- Training and development: exploring new frontiers -- Appraisal: a process in search of a techniques -- Unions and the government: protectors, partners, and punishers -- Collective bargaining: structures, strategies, and skills.
"Human Resource Management in Public Service: Paradoxes, Processes, and Problems offers provocative and thorough coverage of the complex issues faced by employees and managers in the public sector, including managing under tight budgets with increasing costs, hiring freezes, contracting out, and the politicization of the civil service. Continuing the award-winning tradition of previous editions, the authors encourage hands-on skill building and problem solving. The Seventh Edition includes new examples and case studies on COVID-19; equity and racial discord, organizational diversity, remote work, employee engagement and motivation, leadership development training, work-life balance, gender-based inequities, behavioral biases in appraisal, and unionization trends"-- Provided by publisher.