Handbook of Human Resource Management in Government: (41 Essential Texts for Nonprofit and Public Leadership and Management)

HANDBOOK OF HUMAN RESOURCE MANAGEMENT IN GOVERNMENT, THIRD EDITION The practice of public human resource management has evolved significantly in recent years due to increased outsourcing, privatization, and the diminution of public employee rights. This thoroughly revised and updated edition of the classic reference Handbook of Human Resource Management in Government offers authoritative, state-of-the-art information for public administrators and human resource professionals. The third edition features contributions from noted experts in the field, including Donald E. Klingner, Mary E. Guy, Jonathan P. West, Jeffrey L. Brudney, Montgomery Van Wart, J. J. Steven Ott, Norma M. Riccucci, and many more. Praise for the Handbook of Human Resource Management in Government "This third edition of the Handbook of Human Resource Management in Government is an essential resource for scholars, practitioners, and general readers in need of concise summaries of up-to-date, cutting-edge, public personnel administration research. No other handbook on the market more concisely, more comprehensively, more clearly synthesizes this vast, rapidly changing field that remains so vital to effective government performance." —RICHARD STILLMAN, editor-in-chief, Public Administration Review "The Handbook of Human Resource Management in Government comprehensively and seamlessly blends theory and practice. The result is a clear road map that can finally make HR a key player in helping the government meet the unprecedented challenges facing our nation, our states, and our communities." —BOB LAVIGNA, vice president, Research, Partnership for Public Service, Washington, DC "With each successive edition, Condrey's Handbook of Human Resource Management in Government becomes a more essential tool for graduate students who wish to improve their understanding of this field. Condrey's own expertise has enabled him to take contributions from leading experts in the field and shape them into a reader that is comprehensive, engaging, and authoritative." —DONALD E. KLINGNER, University of Colorado Distinguished Professor, School of Public Affairs, University of Colorado at Colorado Springs; former president, American Society for Public Administration; and fellow, National Academy of Public Administration

Table of Contents:
Tables, Figures, and Exhibits xi Preface xv Acknowledgments xix The Editor xxi The Contributors xxiii Introduction: Toward Relevant Human Resource Management xxxix PART ONE: HUMAN RESOURCE MANAGEMENT IN A CHANGING ENVIRONMENT 1 1 The Changing Roles of the Human Resource Office 5 Carolyn Ban, Charles W. Gossett 2 Human Resource Management in a Human Capital Environment 27 R. Paul Battaglio Jr., Jared J. Llorens 3 Beyond Civil Service: The Politics of the Emergent Paradigms 45 Dahlia Lynn, Donald E. Klingner 4 Civil Service Reform in the United States: Patterns and Trends 73 J. Edward Kellough, Lloyd G. Nigro PART TWO: THE PUBLIC SECTOR WORKFORCE 95 5 Staffing the Bureaucracy: Employee Recruitment and Selection 99 Steven W. Hays, Jessica E. Sowa 6 Managing the Flexible Public Workforce: Issues and Implications 129 Sharon H. Mastracci, James R. Thompson 7 Valuing Diversity in the Changing Workplace 149 Mary E. Guy, Meredith A. Newman 8 Managing an Aging Workforce: Trends, Issues, and Strategies 171 Jonathan P. West 9 Managing Technology in the Context of Public Human Resources 199 David H. Coursey 10 Using Volunteers in the Workplace 231 Jeffrey L. Brudney PART THREE: MANAGING HUMAN RESOURCES 257 11 Going Beyond Human Resource Management Technique 261 David G. Carnevale, Kay Ham 12 Developing Practical Strategies for Maintaining Ethical Behavior 279 Mark D. Bradbury, Rex L. Facer II 13 Increasing Organizational Investment in Employee Development 299 Montgomery Van Wart 14 Understanding Organizational Climate and Culture 323 J. Steven Ott, Abdul M. Baksh 15 Conflict in the Workplace: Strategic Choices, Great Outcomes 349 Margaret S. Herrman 16 Working with Employee Unions 379 Robert M. Tobias 17 Managing Local Government Human Resources Around Catastrophic Events 403 Doug Goodman, P. Edward French, Stacey Mann PART FOUR: THE LEGAL ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT 419 18 The Legal Issues in Human Resource Management 423 Jerry Hartman, Gregory W. Homer, Alisa H. Reff 19 Affirmative Action 455 Norma M. Riccucci 20 Sexual Harassment 475 Michele M. Hoyman, Jamie R. McCall 21 The Americans with Disabilities Act 491 Christine B. Ledvinka PART FIVE: EMPLOYEE MOTIVATION, ASSESSMENT, AND COMPENSATION 515 22 Motivating Employees: The Role of the Manager 519 Arie Halachmi, Theo van der Krogt 23 Designing Effective Performance Appraisal Systems 555 Dennis M. Daley 24 Applying Effective Job Analysis Methods 587 Mark R. Foster 25 Conducting Assessment Centers 615 C. R. Swanson, Mark R. Foster 26 Using Work Management and Job Evaluation Systems 635 Gilbert B. Siegel 27 Designing and Creating an Effective Compensation Plan 663 Gilbert B. Siegel PART SIX: TOOLS FOR INTEGRATING HUMAN RESOURCES INTO THE ORGANIZATIONAL MISSION 687 28 Benchmarking Performance 691 David N. Ammons 29 Strategic Planning 715 Roger G. Brown 30 Conducting Practical Human Resource Management Research 735 Gary E. Roberts 31 Contracting for Human Resource Services: Outsourcing, Privatization, and Using Consultants 769 Glenn W. Rainey Jr. 32 Managing Employee Benefi ts: From Health Care to Pensions 817 N. Joseph Cayer 33 The Budgeting Process: The Role of the Human Resource Professional 835 Catherine C. Reese, Douglas J. Watson Conclusion: Toward Effective Human Resource Management 861 Stephen E. Condrey Online Resources 867 References 893 Name Index 983 Subject Index 989

About the Author :
THE EDITOR STEPHEN E. CONDREY, Ph.D., is senior associate and program director for human resource management with the University of Georgia's Carl Vinson Institute of Government. He is also adjunct professor of public administration and policy in the School of Public and International Affairs at the University of Georgia. He has over a quarter of a century experience in human resource management and has consulted nationally and internationally with over seven hundred organizations on personnel- related issues. He presently serves as editor-in-chief of the Review of Public Personnel Administration and is a member of the editorial board of Public Personnel Management.