Human Resource Management in Local Government or The Earthscan Reader in Business and Sustainable Development

Human Resource Management in Local Government: Concepts and Applications for HRM Students and Practitioners

Author: James Ansel Buford

This book represents a unique approach to human resource management that addresses two important needs. First, the book answers the need for a practical guide for local government HR management. The authors detail applications and techniques required in this working environment. Second, the book answers the need for an instructional text that accurately presents the local government HR manager's role and everyday activities.

Booknews

A text covering human resource topics and activities that are most important to local governments, offering analysis and discussion of employment law and its applications to human resource activities. Sections cover the nature of human resource management in a local government setting, organizational considerations, staffing, developing employees and measuring work contributions, compensating employees, enhancing employee relations and providing security, and future challenges. For students in management, human resource management, and public administration courses at both the undergraduate and graduate levels. Buford is affiliated with Auburn University. Linder is affiliated with Texas A&M University. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Table of Contents:

Part 1	Understanding Human Resource Management	1
Chapter 1	An Introduction to Human Resource Management	3
	Introduction	4
	Organizational Resources and Productivity	4
	Contemporary HR Management Challenges	5
	HR Management Activities	8
	Modern Human Resource Management in Local Government	11
	Organizing the Human Resource Unit	15
	HR Management Accountabilities	19
Chapter 2	Historical Development of the Human Resource Function	26
	Introduction	27
	The Beginnings	27
	The Emergence of Personnel Management	30
	Coming of Age	33
	Increasing Influence of the Legal Environment	34
	Changing Emphasis of Civil Service Reform	35
	Professionalization of Personnel Management	37
	The Modern Era	38
Chapter 3	The Legal Environment of Human Resource Management	43
	Introduction	44
	Federal Regulation of Employment Discrimination	45
	Government Regulation of the Workplace and the Employment Relationship	58
	Constitutional Issues of Local Government Employment	60
	State Employment Laws	65
Part 2	Organizational Considerations	71
Chapter 4	Behavioral Foundations of Human Resource Management	73
	Introduction	74
	Motivation: Basic Considerations	74
	Content Approaches to Motivation	75
	Process Approaches to Motivation	77
	Job Satisfaction	82
	Management Philosophy and Leadership	84
Chapter 5	Planning and Policy Development	90
	Introduction	91
	Planning Approaches	91
	Need for Planning in Local Government	95
	Standing Plans for Human Resources	96
	Human Resource Planning	100
Part 3	Staffing	111
Chapter 6	Organizing and Designing Jobs	113
	Introduction	114
	The Organization of Jobs and Work	114
	Fundamentals of Job Design	115
	Job Design Considerations and Strategies	118
	Choosing a Job Design Strategy	126
Chapter 7	Analyzing Jobs and Writing Job Descriptions	129
	Introduction	130
	The Need for Job Analysis	130
	Information Essential to Job Analysis	133
	Methods of Analyzing Jobs	140
	Developing Job Descriptions	143
	Practical Considerations in Job Analysis	158
Chapter 8	Preparation for Staffing and Recruiting	161
	Introduction	162
	Legal Aspects of Recruiting and Selection	162
	Reliability and Validity of Selection Procedures	169
	Recruiting	177
Chapter 9	Selecting Employees	185
	Introduction	186
	Selection Strategies	186
	Nature of Preemployment Inquiries	189
	Selection Procedures: General Methods	191
	Job-Specific Selection Procedures	197
	Certification and Appointment	208
	Documentation and Record Keeping	209
Part 4	Developing Employees and Measuring Work Contributions	213
Chapter 10	Orientation, Training, and Development	215
	Introduction	216
	Orientation	217
	Training	219
	Development of Human Resources	234
Chapter 11	Performance Appraisal	240
	Introduction	241
	Purposes of Performance Appraisal	242
	Legal Aspects of Performance Appraisal	244
	Issues in Performance Measurement	246
	Performance Appraisal Formats and Methods	254
	Implementing the Performance Appraisal System	268
Part 5	Compensating Employees	277
Chapter 12	Compensation: Strategies and Structure	279
	Introduction	280
	Forms of Compensation	280
	Strategic Compensation	281
	Determining the Internal Worth of Jobs	285
	Assessing the External Market	291
	Developing the Pay Structure	295
	Alternatives to Traditional Pay Structures	299
Chapter 13	Compensation: Pay and Benefits	306
	Introduction	307
	Legal Aspects of Compensation	307
	The Role of Labor Unions in Compensation	316
	Determining Pay for Employees	317
	Determining Employee Benefits and Services	325
	Management of the Compensation Program	332
Part 6	Enhancing Employee Relations and Providing Security	337
Chapter 14	Identifying and Resolving Workplace Problems	339
	Introduction	340
	Dysfunctional Signs and Symptoms	340
	Sources of Workplace Problems	345
	Resolving Workplace Problems	353
Chapter 15	Labor Relations	368
	Introduction	369
	Evolution of Labor-Management Relations	369
	Issues of Labor Relations in Local Government	374
	The Legal Framework for Labor Relations	375
	Unionization and Collective Bargaining	378
	Trends in Labor Relations	385
Chapter 16	Safety, Health, and Security	391
	Introduction	392
	Laws and Regulations	393
	Organizational Responsibility for Safety and Health	395
	Designing Occupational Health and Safety Programs	396
	Safety Programs	398
	Occupational Health Programs	402
	Workplace Security Programs	407
Part 7	Moving Toward the Future	413
Chapter 17	Looking Ahead in Human Resource Management	415
	Introduction	416
	Organizational Issues: HR Management Status and Resources	416
	Management Issues: HR Activities and Programs	418
	Staffing Issues: Credibility of the HR Staff	420
	Future Directions in HR Management	423
	Appendices
Appendix A	Questions for Critical Thinking	429
Appendix B	Content Outline of the HR Body of Knowledge	435
Appendix C	Selected Competencies in the IPMA HR Competency Model	441
Appendix D	Organizations and Government Agencies in HR Management	445
Appendix E	Publications in HR Management	449
Appendix F	Annual Report Form EEO-4	451
Appendix G	Job Description for HR Director in Small Municipality	457
	Glossary	461
	URL Index	469
	Name Index	473
	Subject Index	477

Interesting textbook: Microsoft Office 2000 Professional Certified Edition or The Therapeutic Relationship in Complementary Health Care

The Earthscan Reader in Business and Sustainable Development

Author: Richard Welford

The Earthscan Reader in Business and Sustainable Development builds on the success of The Earthscan Reader in Business and the Environment. This exciting new volume brings together a selection of recent seminal writings on the topic by the leading thinkers in the field.
Covering both the environmental and social aspects of sustainable development, the Reader provides various perspectives on what business is (and is not) doing, could do and should do to contribute to society's transition to a sustainable future.
Following an opening general section on the theme of business and development, the Reader continues with sections on:
.'the Porter debate' regarding the prevalence of win-win business opportunities;
.the 'Greenwash' debate, on social accounting; and
.TNCs and trade