Human Resource Management in Public Service: Paradoxes, Processes, and Problems

by Evan M. Berman, James S. Bowman, Jonathan P. West, Montgomery R. Van Wart

Overview

Human Resource Management in Public Service: Paradoxes, Processes, and Problems by Evan M. Berman, James S. Bowman, Jonathan P. West, and Montgomery R. Van Wart offers provocative and thorough coverage of the complex issues of management 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, this Seventh Edition helps students understand complex managerial puzzles, including skill-building exercises which provide the opportunity to practice and develop hands on, technical skills that will prepare them for the workplace.

Product Details

ISBN-13:	9781071848906
Publisher:	SAGE Publications
Publication date:	08/06/2021
Edition description:	Seventh Edition
Pages:	664
Sales rank:	702,654
Product dimensions:	7.40(w) x 9.20(h) x 0.90(d)

About the Author

Evan M. Berman is Professor of Public Management and Director of Internationalization at Victoria University of Wellington, School of Government. Prior, he was the Huey Mc Elveen Distinguished Professor at Louisiana State University. His areas of expertise are human resource management, public performance, local government, and public governance in Asia. He is past Chair of the American Society for Public Administration’s Section of Personnel and Labor Relations. He has over 125 publications and 12 books, including People Skills At Work (CRC Press, 2011), Essential Statistics for Public Managers and Policy Analysts, Third Edition (CQ Press, 2012), and a trilogy of books on Public Administration in Asia (2010, 2011, 2013, CRC Press). He has published in all major journals of the discipline, is Senior Editor of Public Performance & Management Review, a Distinguished Fulbright Scholar, past University Chair Professor at National Chengchi University (Taipei, Taiwan), and a former policy analyst with the National Science Foundation.

James S. Bowman is a professor of public administration at the Askew School of Public Administration and Policy, Florida State University. Noted for this work in ethics and human resource management, Dr. Bowman is author of over 100 journal articles and book chapters, as well as editor of six anthologies. He is co-author of The Professional Edge: Competencies in Public Service (2nd ed., Sharpe, 2010) and Public Service Ethics: Individual and Institutional Responsibilities (CQ Press, 2015). For nearly two decades, he served as editor-in-chief of Public Integrity, a journal owned by the American Society for Public Administration. A past National Association of Schools of Public Affairs and Administration Fellow, as well as a Kellogg Foundation Fellow, he has experience in the military, civil service, and business.

Jonathan P. West is a professor and chair of political science and director of the graduate public administration program at the University of Miami. His research interests include ethics, public administration, and human resource management. He has published over 100 peer-reviewed articles and book chapters as well as nine books. He is co-author of Public Service Ethics: Individual and Institutional Perspectives (CQ Press, 2015) American Politics and the Environment (2nd. Ed., SUNY Press, 2015) and The Professional Edge: Competencies in Public Service (2nd ed., Sharpe, 2010.) For nearly two decades he has been managing editor of the Public Integrity journal. He served as a Captain in the U.S. Army as a management analyst in the Office of the Surgeon General.

Montgomery Van Wart is a professor at California State University San Bernardino and a visiting professor at the University of Hong Kong. His publications include nine books and a substantial number of articles in the leading journals in his field. His most recent book is Leadership and Culture: Comparative Models of Top Civil Servant Training, with Hondeghem and Schwella (Palgrave Macmillan, 2015). His research areas are administrative leadership, human resource management, training and development, administrative values and ethics, organization behavior, and general management. He also serves on numerous editorial boards and as the Associate Editor for Public Productivity & Management Review. As an instructor, he has spent as much time teaching and facilitating programs for executives and managers in public agencies as he has teaching graduate students. His training programs have been for individuals in all levels of government in the United States and executives and elected officials from foreign countries.

Table of Contents

Preface xvi

Acknowledgments xix

Introduction 1

Managing People 1

The Paradox Puzzle 6

Signature Paradoxes 6

The Paradox Dynamic 9

Pathways Through Paradoxes: Carpe Diem 11

Key Terms 12

Exercises 12

References 13

Part I Context and Challenges 17

Chapter 1 The Public Service Heritage: People, Process, and Purpose 19

A Day in the Life of Maria Hernandez 20

Some Challenges in Getting and Managing the Right People 23

A Changing Workforce 23

Declining Confidence in Government 24

Advancing Equity in Times of Unrest 24

Declining Budgets, Leading to Increased Use of Alternative Work Arrangements 25

Rightsizing and Downsizing Despite Population Growth 25

Demands for Productivity Gains 25

Emerging Virtual Workplaces and Virtual Government 26

Decentralization and Increased Managerial Flexibility 27

Some Basic Definitions 27

The Structure and Role of Human Resource Departments 29

Historical and Institutional Context 31

Tides of Reform 31

Tide Philosophies in Legislation 35

Institutional Context 37

Reforming Government in the Clinton, Bush, Obama, and Trump Years 38

At the Federal Level 38

At the State and Local Levels 44

Human Resource Management Principles 46

Understand the Values Inherent in the Career Public Service 47

Foster Legal Compliance and Integrate Non-Civil Service Systems as Appropriate 47

Understand That the Public Has Rights Beyond Merit Principles 49

Provide Leadership for Public Organizations 49

Ethics and Moral Management 50

Summary and Conclusion 52

Key Terms 53

Note 53

Exercises 54

References 56

Chapter 2 Legal Rights and Responsibilities: Laws Governing the Workplace 63

The Foundations of Employment Law 66

The Employment Relationship 72

Balancing Employer, Employee, and Societal Interests 73

Procedural Due Process and the Taking of Property and Liberty 73

Adverse Action 74

Freedom of Speech 75

Political Activity and Affiliation 77

Compensation and Scheduling 78

Health and Safety 81

Individual and Vicarious Liability 83

Privacy Issues 85

Searches 85

Testing for Alcohol or Drug Use 85

Grooming and Dress Codes 86

Pre-employment Investigations: Truth, Personality, Health, Credit, and Criminal Records 90

Post-employment References 92

Discrimination 93

Antidiscrimination Laws 93

Intentional Discrimination 93

Retaliation 96

Harassment 97

Affirmative Action 98

Unintentional Discrimination 99

Age 100

Disability 101

Religion 102

Preventing and Responding to Discrimination Claims 102

Summary and Conclusion 103

Key Terms 105

Notes 105

Exercises 107

References 108

Part II Processes and Skills: From Start to Finish 111

Chapter 3 Recruitment: From Passive Posting to Social Media Networking 113

Factors in Recruitment: Employer and Applicant Perspectives 116

High-Quality Recruitment: An Employer's Perspective 116

High-Quality Recruitment: An Applicant's Perspective 119

Recruitment Steps 119

Planning and Approval 121

Strategic Planning and Management of Vacancies 122

Preliminary Decisions About a Specific Position 124

Position Announcements 126

Recruitment Strategies 128

Job Posting 129

Personal Contact Recruitment 130

Newspaper Recruitment 131

Trade Journals 131

Institutional Capacity Recruiting 131

Internship Recruitment 132

Headhunting 133

Noncompetitive Recruitment 133

Promoting Diversity in Recruitment 134

Dividing Responsibilities 137

Enhancing Recruitment Prospects: The Seeker's Perspective 137

Advancing From Job Seeking to Career Development 139

Summary and Conclusion 141

Key Terms 142

Notes 142

Exercises 143

References 144

Chapter 4 Selection: From Civil Service Commissions to Decentralized Decision Making 149

The Bases and Origin of Selection 152

Principles Underlying Selection 152

The History of Selection: Six Eras 159

Criteria in Selecting Selection Tests 166

Selection: Four Screening Phases 166

Phase 1 167

Phase 2 168

Phase 3 168

Phase 4 168

Initial Reviewing and Testing 169

Education and Experience Evaluations 169

Letters of Recommendation 170

Biodata-Matching Past Experiences With Current Job Requirements 171

General Aptitude and Trait Tests 171

Performance Tests for Specific Jobs 173

Other Considerations Regarding Reviewing and Testing 173

Interviewing and Reference Checks: Narrowing the Pool 175

General Considerations for Those Conducting Interviews 177

Unstructured Interview After or in Addition to Structured Interviews 179

Reference Checks 182

Choosing and Negotiation 183

Post-offer and Hiring Issues 184

Summary and Conclusion 185

Key Terms 186

Notes 186

Exercises 187

References 189

Appendix: The Professional Commitment Statement for Job Seekers 194

Chapter 5 Position Management: Judicious Plan or Jigsaw Puzzle? 197

Three Types of Personnel Strategies 198

The Origins of Position Classification and Management 201

Job Design and Job Analysis 203

Creating or Re-creating Jobs 204

Analyzing and Describing Current Jobs 207

Job and Position Descriptions 209

Job Descriptions 209

Position Descriptions 209

Use of Job vs. Position Descriptions 210

Writing Job Descriptions 210

From Jobs to Job Systems 212

The Two Primary Uses of Classification Systems 212

Grouping Positions 212

Analyzing Jobs to Set Pay: Job Evaluation 214

Using Factors and Points for Job Evaluation 215

Substituting a Whole-Job Methodology for Job Analysis or Job Evaluation 218

Curbing, Cutting, and Eliminating Workforce 219

Justifications 220

Lighter Workforce Reduction Methods (Curbing) 220

Heavier Workforce Reduction Methods (Cutting) 221

Eliminating Workforce 222

Summary and Conclusion 224

Key Terms 225

Notes 226

Exercises 227

References 228

Chapter 8 Employee Motivation: Possible, Probable, or Impossible? 232

Pull, Push, or Drive? 234

About Rewards and Money 241

Human Resource Management and the Climate for Motivation 243

Tools of Motivation 248

Psychological Contracts 248

Giving Feedback 252

Summary and Conclusion 255

Key Terms 256

Note 256

Exercises 256

References 257

Chapter 7 Compensation: Vital, Visible, and Vicious 262

Equity and Expectancy Theory 264

Pay Determination 266

Philosophy: Lead, Match, or Lag 270

The Perennial Pay Debate 273

Labor Market Forces: External Competition 277

Job Content: Internal Consistency 281

Individual Considerations: Fairness and Contributions 286

Cost-of-Living Pay Adjustments 286

Longevity Pay 287

Merit Pay 293

Skill-Based Pay 296

Bonus Programs 298

Differential Pay 300

Implications 302

Summary and Conclusion 304

Key Terms 307

Notes 308

Exercises 309

References 312

Appendix: Compensation for Graduate Degrees in Public Affairs and Administration 319

Chapter 8 Employee-Friendly Policies: Fashionable, Flexible, and Fickle 322

Workforce and Workplace Trends 324

Work-Family Programs 326

Child Care 326

Elder Care 330

Parental and Military Leave 331

Adoption Assistance 333

Domestic Partnership Coverage 334

Family-Friendly or Single-Hostile? 336

Health, Safety, and Wellness Programs 337

Stress-Reduction Programs 337

Wellness Programs 338

Safety Initiatives 340

Employee Assistance Programs 340

Flexible Work Arrangements 342

Flex Options 342

Telecommuting 344

Part-Time Work 345

Voluntary Reduced Work Time 346

Temporary Work 346

Leave Sharing and Pooling 347

Job Sharing 347

Traditional Benefits: Not-So-Employee-Friendly Trends 351

Retirement Security 351

Health Care 355

Implementation, Assessment, and Evaluation 356

Avoiding and Coping With Hostility at Work 357

Best Places to Work 359

Summary and Conclusion 360

Key Terms 362

Notes 362

Exercises 362

References 364

Appendix A Questions for Employees and Employers Regarding Telecommuting Arrangements 373

Appendix B Some Questions to Answer When Considering Implementation of Employee-Friendly Policies 374

Appendix C Family-Friendly Policies 374

Chapter 9 Training and Development: Exploring New Frontiers 377

General Principles of Learning 380

Motivation 380

Relevance 381

Repetition and Active Participation 382

Feedback, Reflection, and Positive Reinforcement 384

Training Strategies 386

On-the-Job Training 387

Mentoring 388

Web-Based Learning 389

In-House Seminars and Workshops 390

Simulation and Role-Playing 392

Professional Conference Attendance 393

Formal Education 394

Organizational Training and Development 396

Work-Group Development 396

Leadership Development 397

Organizational Performance and Innovation 399

The Strategic Turn 402

Application: Ethics Training 403

Summary and Conclusion 406

Key Terms 407

Exercises 407

References 409

Appendix: Needs Assessment and Evaluation for Training 413

Chapter 10 Appraisal: A Process in Search of a Technique 416

Evolution 421

Appraisal Systems 422

The Appraisal Process 422

Trait-Based Appraisals 424

Behavior-Based Systems 427

Results-Based Systems 429

Commentary 432

Raters 434

The Ratee 434

The Ratee's Peers 435

Computers 435

Comprehensive Stakeholder Designs 436

Rating Errors: The Underbelly of Appraisals 436

Cognitive Limitations 437

Intentional Manipulation 438

Organizational Influences 439

Human Nature 440

Improving the Process 446

Disciplinary Systems 451

Summary and Conclusion 458

Key Terms 461

Notes 461

Exercises 463

References 465

Appendix: Corrective Actions 471

Chapter 11 Unions and the Government: Protectors, Partners, and Punishers 474

Background: The Context and Evolution of Employee Relations 475

Differing Views of Unions 477

Paradoxes and Contradictions 483

Trends and Variations 486

Summary and Conclusion 496

Key Terms 498

Notes 498

Exercises 498

References 499

Appendix A Tips for Managers When Dealing With Unions 505

Appendix B Tips for Unions When Dealing With Managers 505

Chapter 12 Collective Bargaining: Structures, Strategies, and Skills 507

Structure, Representation, and Collective Bargaining 507

Organizing to Bargain 509

Bargaining 511

Administering the Contract 516

Bargaining-Related Reforms 517

Hostility vs. Harmony 523

Summary and Conclusion 529

Key Terms 530

Exercises 530

References 531

Appendix A Bargaining Checklist and Observation Sheet 536

Appendix B Mock Disciplinary Appeal Board Hearing 538

Conclusion • The Future as Opportunity, Not Destiny 548

New Technologies, Human Competencies, Failures, and Reforms 549

Technologies 549

Competencies 549

Failures 550

Blueprints for Transformational Change 556

Trump Administration Proposals: The End or the Beginning? 560

Taking Responsibility for Paradoxes 562

Public Service as a Calling 565

The Role of Work 565

American Ideals 566

The Decline of Civic Culture 566

Restoration of Calling? 567

The Years Ahead 570

Envoi: Dream While Awake 572

Notes 573

Exercises 574

Individual Assignment 576

References 576

Glossary 585

Index 601

About the Authors 638

Editorial Reviews

This text is current, topical and extremely comprehensive in its approach to the world of HR. It is an instructors dream!

Joseph C. De Laduranty

This is one of the most comprehensive textbooks available on public sector human resource management.

Kurt Fenske

It’s a well-organized, thorough text book. I would recommend it for use.”

Karla M. Pope

[Human Resource Management in Public Service] is an excellent comprehensive choice for graduate students who require a challenging and provocative read.

John Sample

I have taught the course for over 30 years and this is the best book on the market today.

Peter J. Bergerson

"This thorough and up-to-date guide to the field should prove invaluable to practicing human resource managers, students, and scholars. I plan to utilize in my graduate human resource management course at the University of Georgia."

Stephen E. Condrey

Human Resource Management in Public Service addresses public personnel management issue from a public manager’s perspective, not from a personnel specialist’s perspective.

Hugo Asencio

Highly recommended, comprehensive overview of HR, accessible to read and understand for students.

Philip F. La Porta

The award-winning textbook is a most exciting and comprehensive resource for teaching upper division and graduate courses in Human Resource Management in the market. While covering all appropriate issues, the new edition provides opportunities for learners to hone the skills necessary for understanding and solving paradoxical issues in the field.

Eric Otenyo

Because it identifies the paradoxes in the public human resource management arena, Human Resource Management in Public Service provides students with a strong appreciation for the complexities of public sector employment issues.

Anna Marie Schuh

This book truly helps our students to understand democratic principle and provides a great tool for the human resource professionals.

Melvin Rogers

With its latest edition, Human Resources Management in Public Service offers up a text that is both comprehensive and student friendly.

Craig P. Donovan

Highly recommended, comprehensive overview of HR, accessible to read and understand for students.

Philip F. LaPorta

I have taught the course for over 30 years and this is the best book on the market today.

Charles E. Moreland

“The historical and philosophical dimensions are what makes a good HRM book in public administration, and these are what this book cleverly delivers.”

Jonathan Paquette

"This book is one of the most informative and comprehensive books on the market on Human Resources Management. My students totally love it, and several of them plan on keeping this book as a source of reference for years to come. The book presents a realistic view of the various challenges and opportunities employers and employees are faced with in their organizations. As an instructor, I am very glad to have found the right book for my students."

Meghna Sabharwal