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Now in a thoroughly revised 7th edition, Public Personnel Management focuses on the critical issues and common processes in the management of public sector personnel. In keeping with prior editions, the text centers on the core processes within public human resource management: strategic workforce planning, effective recruitment and retention, workforce development, and employee relations. Designed to further address the ways in which expectations for human resource managers have changed and developed in recent years, the 7th edition includes several new features and improvements:

• Substantially restructured, updated, and additional case studies and student exercises.
• Coverage of how the field of Public HRM has been influenced by the two most recent national recessions, economic downturns at the state and local level, privatization and contracting trends at all levels of government, the growing presence of millennial employees in the workplace, issues surrounding social media use within the workplace, the evolving goals of social equity and diversity, and the shifting role and influence of labor unions.
• Discussions of how the growth in information technology capabilities has influenced the major processes within HRM, from workforce analysis through big data analytics to the explosion in automated recruitment, assessment, and instructional technologies.
• For the first time, the text includes an online Instructor's Manual, PowerPoint slides, discussion questions, and suggestions for further reading to make it even easier to assign and use this classic text in the classroom.

Providing the most up-to-date and thorough overview of the history and practice of public human resource management for both undergraduate and graduate students, Public Personnel Management, 7e remains the beloved text it ever was, ideal for introductory courses in Public Personnel Management, Public Human Resource Management, and Nonprofit Personnel Management.

Public Personnel Management, Seventh Edition focuses on the critical issues and common processes in management of public sector personnel. The text centers on the core processes within public human resource management.

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Cover -- Title -- Copyright -- CONTENTS -- Part I Introduction -- Chapter 1 The World of Public Personnel Management -- Human Resource Management Functions -- Public Jobs as Scarce Resources -- The Four Traditional Values -- The Four Traditional Public HRM Systems: Patronage, Civil Service, Collective Bargaining, and Equal Employment Opportunity -- Two Emergent Systems: Privatization and Partnerships -- Third-Party Government and Nonstandard Work Arrangements -- Consequences of Privatization and NSWA -- Conflict and Compromise Among Alternate Personnel Systems -- Building Governance Capacity -- Summary -- Key Terms -- Discussion Questions -- Exercise: Values and Functions in Public HRM -- Case Study: Career Appointments of Political Appointees -- Notes -- Chapter 2 Doing Public HRM in the United States -- Public Employment in the United States: Myths and Realities -- Shared Responsibility for Public HRM -- Systems Affect How Public HRM Is Done -- Design Dilemmas in HRM Systems -- Role Expectations for HR Managers -- Key Roles: Technical Expert, Professional, Educator, and Entrepreneur -- Building a Career in HRM -- Summary -- Key Terms -- Discussion Questions -- Exercise: Choosing a Municipal Personnel Director -- Director of Human Resources City of Sunny Skies -- Exercise Discussion Questions -- Case Study: The Case for Federal Civil Service Reform -- Notes -- Part II Planning -- Chapter 3 Thinking Strategically About HRM -- The Assumptions of Traditional Civil Service Systems -- Challenges to These Traditional Assumptions -- Consequences of These Challenges for the Twenty-First Century Public Service Systems -- The Contemporary Model of Human Resources Management -- Key Recommendations for Improving Strategic Thinking About Public Sector HRM -- Workforce Planning as a Key to Strategic HRM -- “Demography Is Destiny: Management Summary” -- The Role of Indicators and Standards in HRM System Evaluation -- The Strategic HR Function -- Achieving Data-Driven HRM Through a Strategic Human Resource Management Information System -- Summary -- Key Terms -- Discussion Questions -- Exercise: Evaluating Your Human Resources Management System -- Case Study: Federal Cybersecurity Workforce Planning -- Notes -- Chapter 4 The HR Role in Policy, Budget, Performance Management, and Program Evaluation -- Policymaking, Budgeting, Performance Management, and Program Evaluation -- How the HR Manager Supports These Processes -- Managing Contemporary Organizational Performance -- Enhancing the HR Manager’s Role in Productivity and Privatization Decisions -- Summary -- Key Terms -- Discussion Questions -- Exercise 1: A Day in the Life of a City Manager -- Exercise 2: Privatization -- Case Study: Privatization and Inequality -- Notes -- Chapter 5 Defining and Organizing Work -- Job Descriptions: Different Groups Have Different Objectives -- Job Analysis and Job Descriptions: Moving Toward a Better Model -- The Role of Job Descriptions in Alternate Public Personnel Systems.
-- Summary -- Key Terms -- Discussion Questions -- Exercise: Who’s Most Qualified to Be Minority Recruitment Director? -- Case Study: Classification Reform -- Notes -- Chapter 6 Rewarding Work: Pay and Benefits -- The Contemporary Pay and Benefits Environment -- The Elements of a Total Compensation Package -- Laws Affecting Compensation Policy and Practice -- Strategies for Setting Pay in Public Agencies -- Pay for Performance -- Issues Involved in Pay Disparity Based on Race and Gender -- Setting Pay in Alternate Personnel Systems -- Required Employee Benefits -- Optional Employee Benefits -- Emergent Employee Benefit Issues -- Pay, Benefits, and Conflict Among Personnel Systems -- Summary -- Key Terms -- Discussion Questions -- Exercise: Reducing Unscheduled Absenteeism -- Case Study Exercise: Federal Pay Comparability -- Notes -- Part III Acquisition -- Chapter 7 Social Equity and Diversity Management -- The Context for Equal Employment Opportunity, Affirmative Action, and Diversity Management -- Affirmative Action Compliance -- Impact of Case Law on EEO and AA Compliance -- Contract “Set-Asides” -- From Affirmative Action to Diversity Management -- The Role of the HR Manager in Achieving Productivity and Fairness -- Summary -- Key Terms -- Discussion Questions -- Exercise 1: Equal Employment Opportunity or Affirmative Action? -- Exercise 2: Social Equity versus Employee Rights -- Exercise 3: From EEO and AA to Diversity Management -- Case Study: Ricci et al. v. DeStefano 2009 -- Notes -- Chapter 8 Recruitment, Selection, and Promotion -- The Acquisition Function -- Value Conflicts and the Acquisition Function -- External Influences and Contemporary Challenges -- Steps in the Staffing Process -- Timely Hiring Practices -- Recruitment and Selection Models -- Test Validation and the Acquisition Function -- Test Validation Methods -- Summary -- Key Terms -- Discussion Questions -- Exercise: Driving Forces of Change in Recruitment and Selection -- Case Study: Information Technology Recruitment -- Notes -- Part IV Development -- Chapter 9 Leadership and Employee Performance -- Differences Between Political and Administrative Viewpoints -- Psychological Contracts -- The Foundation Theories: Explaining Employee Performance With Equity and Expectancy Theories -- Influences on Employees’ Motivation to Perform -- Influences on Employees’ Ability to Perform -- Organizing for Productivity -- Summary -- Key Terms -- Discussion Questions -- Exercise 1: Requiem for a Good Soldier -- Exercise 2: Recruiting an Information Technology Manager -- Case Study: Employee Job and Workplace Satisfaction in the Law Enforcement Community -- Notes -- Chapter 10 Training, Education, and Staff Development -- Training as Part of Strategic Planning -- Objectives of the Development Function: Training, Education, and Staff Development -- Organizational Approaches to Development -- Developing New Employees -- Developing Current Employees -- Three Roles for the Human Resource De.
velopment Specialist -- Training Needs Assessment, Design, and Evaluation -- Different Perspectives From Alternate Personnel Systems -- Summary -- Key Terms -- Discussion Questions -- Exercise 1: Develop a Diversity Training Program -- Exercise 2: Training Vignettes -- Exercise 3: “How Should This Management Team Work Together?” -- Case Study: AT&T’s Talent Overhaul -- Notes -- Chapter 11 Performance Management -- Why Evaluate Performance? -- Performance Appraisal and Alternate Personnel Systems -- Contemporary Challenges to Performance Appraisal -- Performance-Based and Person-Based Evaluation Criteria -- Appraisal Methods -- Who Should Evaluate Employee Performance? -- Characteristics of an Effective Appraisal System -- The Human Dynamics of the Appraisal Process -- Performance Appraisal, the Sanctions Process, and Fairness -- Summary -- Key Terms -- Discussion Questions -- Exercise: Evaluating Appraisal Instruments -- Case Study: New Employee Rating System, Department of Defense -- Notes -- Chapter 12 Safety and Health -- The Legal Framework for Workplace Safety and Health -- Improving Workplace Health and Safety -- Workplace Violence -- Disaster Preparedness -- Substance Abuse: Tobacco, Alcohol, and Illegal Drugs -- Life-Threatening Diseases -- Employee Wellness Programs -- Balancing Organizational Effectiveness and Employee Rights -- Summary -- Key Terms -- Discussion Questions -- Exercise: Developing a Workplace Medical Marijuana Policy -- Case Study: Workplace Violence—“In Hindsight, We Could See It Coming” -- Notes -- Part V Sanctions -- Chapter 13 Organizational Justice -- The Sanction Function -- Establishing and Maintaining Expectations -- The Sanction Function in Alternate Personnel Systems -- The Contemporary Scene -- Protecting Employees’ Constitutional Substantive Rights -- Protecting Employees’ Constitutional Procedural Rights -- Ongoing Issues -- Public Employee Liability -- Summary -- Key Terms -- Discussion Questions -- Exercise: Social Media Policy -- Case Study: Juan Hernandez v. The County -- Notes -- Chapter 14 Collective Bargaining -- Collective Bargaining: History and Legal Basis -- Collective Bargaining, Individual Rights, and the Constitution -- Collective Bargaining Practices -- The Future of Public Sector Labor Relations -- Managing the Workforce of the Future -- Summary -- Key Terms -- Discussion Questions -- Exercise: Good Management or Bargaining in Bad Faith? -- Case Study: Union Views on Privatization and Outsourcing -- Notes -- Index -- .