Increasingly the public sector is facing a range of unique and complex challenges. As a result, human resource management is vital in changing organizations, engaging people, and in assisting in the implementation of...Show More
Increasingly the public sector is facing a range of unique and complex challenges. As a result, human resource management is vital in changing organizations, engaging people, and in assisting in the implementation of strategies and objectives.
Strategic Human Resource Management in the Public Arena focuses on the specific challenges of the public and non-profit sectors. It takes a managerial approach, focusing on how HR practices and processes can be aligned with an organization's strategic objectives, with each chapter structured around implementing or designing an HR process for an organization's unique setting and strategic priorities.
• Puts the reader in the role of a manager.
• Recognizes the unique perspective of public sector organizations and the growing research and theory on public sector organizations.
• Includes a wealth of practice-based, problem-solving activities.
This core textbook is the ideal companion for Undergraduate and Postgraduate students taking modules in SHRM or Public Sector Management.
Puts the student in the role of being a manager making a decision
Highly applied to realworld settings
Illustrates how HR practices and processes can be aligned with an organization' s strategic themes and objectives
Recognizes the unique perspective of public sector organizations and the growing research and theory on public sector organizations
Includes a wealth of practicebased, problemsolving activities
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.
ABOUT THE AUTHOR
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- Work Psychology in Action Anna Sutton
- Work and Organizational Behaviour John Bratton
- Fashion Merchandising James Clark
- Fashion Merchandising James Clark
- Startup Navigator Dietmar Grichnik, Manuel Hess
- Entrepreneurship and Small Business Paul Burns
- The Theory and Practice of Change Management John Hayes
- Human Resource Management, 6th edition John Bratton, Jeff Gold
- Simulation Stewart Robinson
- People, Management and Organizations Anna Sutton
- Quantitative Methods Louise Swift, Sally Piff
- New Venture Creation Paul Burns
- An Introduction to Information Systems David Whiteley
- Operations Management David Barnes
- Essential Operations Management Alex Hill, Terry Hill
- Business Strategy David Edgar, George Stonehouse
- Management and Organization Stephen Linstead, Liz Fulop, Simon Lilley