The history of public personnel administration is as old as human civilization itself: Persia, China, Assyria, Egypt, and Rome all practiced strategic personnel management, some systematically and others unsystematically. But despite the longstanding practice of strategic public personnel administration, the systematic study of this field is a fairly new development in the modern world. Today, the need for strategic thinking in public personnel administration and human capital development is more urgent than ever before. Managing and coping with the challenges of transworld migrations of capital and labor, cyber-employment and virtual workplaces, and relentless global pressures for results-oriented performance all require the development of human capital as a key asset of modern governments and private organizations. Governments and public administration organizations must confront these challenges if they are to survive and thrive in the 21st century, and Strategic Public Personnel Administration provides a comprehensive analysis of the past development and current function of the field so as to give a clearly balanced picture of public personnel administration in both theory and practice.
Today, strategic public personnel management is a central component of strategic governance and administration in public and nonprofit organizations. Strategic personnel administration aims to lead organizations along the right paths with the necessary people on hand to achieve strategic goals and objectives in modern governance and public administration. This two-volume set fills a major gap in the current literature, and it will serve as a key work that addresses the history, knowledge, policy, management, process, and culture of public personnel administration with a strategic perspective.
Author(s): Ali Farazmand
Publisher: Praeger
Year: 2006
Language: English
Pages: 524
Volume 1
......Page 6
Volume 2
......Page 7
Preface......Page 10
VOLUME 1......Page 4
PART I. STRATEGIC PUBLIC PERSONNEL ADMINISTRATION/HRM: HISTORY, DEVELOPMENT, AND TRANSFORMATION......Page 14
1 Strategic Public Personnel Administration: A Conceptual Framework for Building and Managing Human Capital in the 21st Century......Page 16
2 U.S. Public Personnel Administration in Historical Perspective......Page 36
3 Toward a New Perspective in Strategic Human Resource Management in the Public Sector......Page 56
4 Accountability Challenges Facing Public Sector HRM in an Era of Downsizing, Devolution, Diffusion, and Empowerment......Page 80
5 Making the Transition to Strategic Human Resource Management: Precursors, Strategies, and Techniques......Page 98
6 Productive Human Resource Management for the 21st Century: Context and Strategies......Page 114
7 “Strategic Planning” as Fakery: Government Does It While Pretending It Does Not......Page 134
8 Innovations in Strategic Human Resource Management: Building Capacity in the Age of Globalization......Page 154
PART II. BUREAUCRACY, CIVIL SERVICE, AND POLITICS......Page 174
9 Politics and Strategic Public Personnel Management: The Least Bad System?......Page 176
10 Ending Civil Service Paralysis: Emerging Practices and Trends in State Human Resource Management......Page 196
11 A Modest Proposal Regarding Political Appointees......Page 212
12 Civil Service Reform in the United States: A Strategic Analysis of Past, Present, and Future......Page 240
VOLUME 2......Page 262
PART III. ORGANIZATIONAL BEHAVIOR AND STRATEGIC PPM......Page 272
13 Phase Model of Burnout as Leverage in Meeting “Future Forces” Challenging HRD......Page 274
14 Job Mobility Assignments: Mechanisms for Human Resource Capacity Development......Page 306
15 High Performance Work Teams......Page 326
16 Linking Performance Appraisal to Organizational Strategic Planning: A Challenging Task in the New Century......Page 344
17 Gown Goes to Town: On-Campus Commitment and Off-Campus Consulting by Public Administration and Affairs Faculty......Page 354
PART IV. ISSUES AND TRENDS IN PUBLIC PERSONNEL ADMINISTRATION......Page 374
18 Equal Opportunity, Affirmative Action, and the Constitution: New Challenges Facing Public Human Resource Management......Page 376
19 The Human Resources Perspective on Workplace Violence......Page 408
20 Framing Gender, Framing Work: The Disparate Impact of Traditional HRM Practices......Page 424
21 Strategic Human Resource Management: Applying Technology to Function......Page 444
22 Strategic Public Sector Labor Relations and High Performing Workplaces: Confrontation or Cooperation?......Page 466
23 Total Quality Management (TQM) and Globalization: Changing Role of Government, Challenges, and Opportunities......Page 484
Index......Page 502
About the Editor and Contributors......Page 518
