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.
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
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