STRATEGIC HUMAN RESOURCE MANAGEMENT IN THE PUBLIC ARENA A Managerial Perspective J. Barton Cunningham [ftssss palgrave
List offigures ListofTables Acknowledgements Preface x xi xii xiii PART I: Patting Strategy into Human Resource Management in the Public Sector 1 1 Human Resource Management s Strategie Pressures 3 CHAPTER OBJECTIVES (COs) 3 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: THE INCREASINGIMPORTANCE OF INTANGIBLES IN PUBLIC SECTOR PERFORMANCE 3 CO 1: STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) 5 CO 2: SOCIETAL FORCES OR PRESSURES SHARING SHRM 9 BEFORE APPLYING, LET'S REVIEW 21 DISCUSSION AND REVIEW QUESTIONS 22 2 Using a SHRM Balanced Scorecard as a Strategie Framework 25 CHAPTER OBJECTIVES (COs) 25 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: NPM 25 CO 1: DIFFERENT PERSPECTIVES DEFINING SHRM 27 CO 2: THE BALANCED SCORECARD IN PUBLIC ORGANIZATION 31 CO 3: THE SHRM BALANCED SCORECARD 34 SHRM BSC TERMINOLOGY 41 BEFORE APPLYING, LET'S REVIEW 42 DISCUSSION AND REVIEW QUESTIONS 43 PART II: Designing Customer-Focused Jobs 47 3 Defining Competencies and Critical Requirements for a Job 49 CHAPTER OBJECTTVES (COs) 49 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: COMPETENCY-BASED MANAGEMENT (CBM) 49 CO 1: IDENTIFYING ESSENTIAL JOB REQUIREMENTS AND COMPETENCIES IN THE JOB ANALYSIS PROCESS 51 CO 2: COMPETENCY MODELS IN STRATEGIC MANAGEMENT 58 CO 3: IDENTIFYING COMPETENCIES AND PERFORMANCE NORMS 62 BEFORE APPLYING, LET'S REVIEW 64 DISCUSSION AND REVIEW QUESTIONS 65 4 Engaging Employees in More Productive Ways of Working 68 CHAPTER OBJECTIVES (COs) 68 vi
vii A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: HOW PUBLIC SERVICE MOTIVATION (PSM) AFFECTS PUBLIC SERVICE ORGANIZATION 68 CO 1: EMPLOYEE ENGAGEMENT AND JOB ENRICHMENT 70 CO 2: QUALITY OF WORKING LIFE (QWL) AND TOTAL QUALITY MANAGEMENT (TQM) 76 CO 3: EMERGING PERSPECTIVES ON JOB AND ORGANIZATIONAL DESIGN 81 BEFORE APPLYING, LET'S REVIEW 85 DISCUSSION AND REVIEW QUESTIONS 85 5 Workforce Forecasting and Flanning 89 CHARTER OBJECTIVES (COs) 89 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: RESPONDING TO THE CHANGING AGE PROFILE IN WORKFORCE FLANNING 89 CO 1: WORKFORCE FLANNING IN THE PUBLIC SECTOR 91 CO 2: TOOLS FOR FORECASTING DEMAND AND SUPPLY OF SKILLS 96 CO 3: USING SCENARIOS IN PUBLIC SECTOR WORKFORCE FLANNING 101 BEFORE APPLYING, LET'S REVIEW 104 DISCUSSION AND REVIEW QUESTIONS 105 PART III: Aligning Staffing and Performance Management Processes 109 6 Recruiting a Diverse Workforce 111 CHARTER OBJECTIVES (COs) 111 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: RECOGNIZING NEW PARADIGMS ONDIVERSITY 111 CO 1: FOCUSING RECRUITMENT TO MEET DIVERSITY OBJECTIVES 113 CO 2: THE RELEVANCE OF THREE RECRUITING STRATEGIES IN MEETING DIVERSITY OBJECTIVES 117 CO 3: THE EMPLOYEE'S PERSPECTIVE - SEARCHING FOR A JOB 130 BEFORE APPLYING, LET'S REVIEW 131 DISCUSSION AND REVIEW QUESTIONS 132 7 Aligning Selection Strategies 135 CHARTER OBJECTIVES (COs) 135 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: EMPLOYEE FITNESS IN THE STRATEGIC CONTEXT 135 CO 1: APPLY THE TRIANGULATION PRINCIPLE IN PICKING SELECTION TOOLS TO RELIABLY AND VALIDLY MAKE SELECTION DECISIONS 137 CO 2: TESTS AND INVENTORIES IN SELECTION 144 CO 3: SELECTION INTERVIEWING 148 BEFORE APPLYING, LET'S REVIEW 153 DISCUSSION AND REVIEW QUESTIONS 154 8 Encouraging Employee Development in Reviewing Performance 157 CHARTER OBJECTIVES (COs) 157 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: RESPONDING TO THE PROBLEMS WITH PERFORMANCE REVIEWS 157 CO 1: GOAL SETTING IN THE STRATEGIC PROCESS 159
viii Contents CO 2: DIFFERENT APPROACHES TO MANAGING PERFORMANCE REVIEWS 161 CO 3: FORMATIVE APPROACHES FOR ENCOURAGING FEEDBACK 169 CO 4: CARRYING OUT A GOAL-SETTING PERFORMANCE REVIEW 171 CO 5: CARRYING OUT DISCIPLINARY AND TERMINATION PROCEDURES 178 BEFORE APPLYING, LET'S REVIEW 181 DISCUSSION AND REVIEW QUESTIONS 182 PART IV: Developing and Engaging Employees 185 9 Encouraging Individually Directed Career Development 187 CHAPTER OBJECTIVES (COs) 187 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: RECOGNIZING HOW VOCATIONAL PREFERENCES SHAPE HOW PEOPLE FIT 187 CO 1: THE EMERGENCE OF A NEW CAREER CONTRACT 189 CO 2: ORGANIZATIONAL AND INDIVIDUALLY DIRECTED CAREER DEVELOPMENT 191 CO 3: CAREER DEVELOPMENT FLANNING FOR A BOUNDARY-LESS CAREER 195 BEFORE APPLYING, LET'S REVIEW 197 DISCUSSION AND REVIEW QUESTIONS 198 10 Encouraging Competency-based Training and Development 201 CHAPTER OBJECTIVES (COs) 201 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: LINKING TRAINING TO APPLICATION 201 CO 1: COMPETENCY-BASED TRAINING IN MEETING TRAINING NEEDS 203 CO 2: APPLYING EXPERIENTIAL LEARNING IN TRAINING AND DEVELOPMENT 206 BEFORE APPLYING, LET'S REVIEW 211 DISCUSSION AND REVIEW QUESTIONS 211 11 Reducing Stress and Improving Workplace Health and Safety 214 CHAPTER OBJECTIVES (COs) 214 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: RESPONDING TO THE NEW WORLD OF WORKPLACE SAFETY AND HEALTH 214 CO 1: WORKPLACE MENTAL HEALTH AND STRESS 216 CO 2: MANAGING ABSENTEEISM IN RETURNING PEOPLE TO WORK 224 CO 3: DEVELOPING A CULTURE SUPPORTING WORKPLACE SAFETY AND HEALTH 226 BEFORE APPLYING, LET'S REVIEW 233 DISCUSSION AND REVIEW QUESTIONS 233 12 Negotiating a Collective Agreement Using Positional and Interest-based Processes 238 CHAPTER OBJECTIVES (COs) 238 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: RESPONDING TO THE WAY UNIONS HAVE CHANGED OVER THE YEARS 238 CO 1: NEGOTIATING A COLLECTIVE AGREEMENT IN THE PUBLIC SECTOR 240 CO 2: INTEGRATIVE OR INTEREST-BASED PROCESSES FOR RESOLVING DISPUTES 244 BEFORE APPLYING, LET'S REVIEW 249 DISCUSSION AND REVIEW QUESTIONS 250
ix 13 Developing a Positive Labour Relations Climate 253 CHARTER OBJECTIVES (COs) 253 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: WORKING WITH THE INTERNATIONAL FRAMEWORK OF LAWS FOR DEVELOPING A POSITIVE LAßOUR RELATIONS CLIMATE 253 CO 1: SHARING AND INFLUENCING A POSITIVE LABOUR RELATIONS CLIMATE 255 CO 2: INTEGRATIVE OR PROBLEM-SOLVING APPROACHES FOR RESOLVING DISPUTES 259 CO 3: PROCEDURA! JUSTICE IN MAINTAINING A POSITIVE LABOUR RELATIONS CLIMATE 262 BEFORE APPLYING, LET'S REVIEW 267 DISCUSSION AND REVIEW QUESTIONS 267 PART V: Compensating and Rewarding People 271 14 Designing Compensation Systems to Respond to Equity Requirements 273 CHARTER OBJECTIVES (COs) 273 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: KNOWING WHAT IT IS ABOUT PAY THAT IS A SATISFIER 273 CO 1: USING EQUITY OBJECTIVES TO DESIGN A COMPENSATION SYSTEM 275 CO 2: TRADITIONAL APPROACHES FOR EVALUATING JOBS 277 CO 3: DESIGNING AND APPLYING A POINT JOB EVALUATION APPROACH 279 BEFORE APPLYING, LET'S REVIEW 286 DISCUSSION AND REVIEW QUESTIONS 286 15 Constructing Retirement and Benefits Plans 289 CHARTER OBJECTIVES (COs) 289 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: RECOGNIZING THAT DIFFERENT PEOPLE WANT DIFFERENT TYPES OF EMPLOYEE BENEFITS 289 CO 1: THE NEW WORLD OF FUNDING PENSION BENEFITS 291 CO 2: THE NEW WORLD OF FUNDING HEALTH GARE BENEFITS 295 CO 3: THE NEW WORLD OF WORK-FAMILY BENEFITS 299 BEFORE APPLYING, LET'S REVIEW 301 DISCUSSION AND REVIEW QUESTIONS 302 16 Paying for Performance and Recognizing Employees 305 CHARTER OBJECTIVES (COs) 305 A DRIVING ISSUE FOCUSING MANAGERIAL ACTION: SEEING HOW DIFFERENT COUNTRIES PLACE MORE EMPHASIS ON PAY FOR PERFORMANCE (PFP) 305 CO 1: PFP IN PUBLIC ORGANIZATION 306 CO 2: RECOGNIZING AND PROVIDING FEEDBACK ON EMPLOYEE CONTRIBUTIONS 313 BEFORE APPLYING, LET'S REVIEW 315 DISCUSSION AND REVIEW QUESTIONS 316 References 318 Glossary 369 Index 389