a managerial perspective Cunningham, J. Barton creator author. text nyu London Palgrave Macmillan c2016 2016 monographic eng

print

xxi, 392 p.: illustrations ; 25 cm "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: [bullet] Puts the reader in the role of a manager. [bullet] Recognizes the unique perspective of public sector organizations and the growing research and theory on public sector organizations. [bullet] 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. "-- Machine generated contents note: -- PART I: THE SHRM STRATEGIC CONTEXT1. Human Resource Management's Strategic Pressures 2. Using a SHRM-Balanced Scorecard as a Strategic Framework PART II: DESIGNING CUSTOMER FOCUSED JOBS3. Defining Competencies and Critical Requirements for a Job 4. Engaging Employees in More Productive Ways of Working5. Workforce Forecasting and Planning PART III: ALIGNING STAFFING AND PERFORMANCE MANAGEMENT PROCESSES6. Recruiting a Diverse Workforce7. Aligning Selection Strategies8. Encouraging Employee Development in Reviewing PerformancePART IV: DEVELOPING AND ENGAGING EMPLOYEES9. Encouraging Individually-directed Career Development 10. Encouraging Competency-based Training and Development11. 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 PEOPLE14. Designing Compensation Systems to Respond to Equity Requirements 15. Constructing Retirement and Benefits Plans 16. Paying for Performance and Recognizing Employees. J. Barton Cunningham. Includes bibliographic references and index Personnel management Nonprofit organizations Management BUSINESS & ECONOMICS / Human Resources & Personnel Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Industrial Management HF5549 .C8386 2016 658.3/01 BUS030000 BUS041000 BUS082000 9781137438041 (paperback) 2015044410 DLC 160111 20220320105202.0 18931636 eng