Strategic Human Resource Management in the Public Arena
A Managerial Perspective
(Sprache: Englisch)
This is a core textbook in SHRM that 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. It has a...
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This is a core textbook in SHRM that 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. It has a strong real-world focus and contains a wealth of practice-based, problem-solving activities.
Klappentext zu „Strategic Human Resource Management in the Public Arena “
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.
Inhaltsverzeichnis zu „Strategic Human Resource Management in the Public Arena “
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.Autoren-Porträt von J. Barton Cunningham
J. Barton Cunningham is a Professor in the School of Public Administration at the University of Victoria, Canada.
Bibliographische Angaben
- Autor: J. Barton Cunningham
- 2016, 1st ed. 2016, 416 Seiten, mit Abbildungen, Maße: 24,6 x 24,5 cm, Kartoniert (TB), Englisch
- Verlag: Macmillan Education
- ISBN-10: 1137438045
- ISBN-13: 9781137438041
- Erscheinungsdatum: 12.03.2016
Sprache:
Englisch
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