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Strategic Human Resource Management in the Public Arena

A Managerial Perspective

Author(s):
Publisher:

Red Globe Press

Pages: 416
Downloads:

Flyer

Sample chapter

Further Actions:

Recommend to library, View companion site

AVAILABLE FORMATS

Paperback - 9781137438041

25 March 2016

$70.99

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Ebook - 9781137432414

16 September 2017

$58.99

In stock

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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...

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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. Key features:• 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.

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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

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.

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

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

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