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business
understanding management
Public Personnel Management Contexts And Strategies 7th Edition Jared J.Llorens , Donald E.Klingner , John Nalbandian - Solutions
What does each of these three groups (elected and appointed officials, managers and supervisors, and HR directors and specialists) contribute to public personnel management?AppendixLO1
Describe similarities and differences in the way HR managers and specialists function in different public HR systems.AppendixLO1
What are the six stages in the development of the role of the public HR manager? What different expectations have people had for them in each stage?AppendixLO1
What are some examples of ethical dilemmas HR professionals face?AppendixLO1
What competencies do HR managers need, and where can they get them?AppendixLO1
What suggestions would you offer persons who want to enter the HR field? How might they use professional associations, university courses, libraries, and the Internet for career development?AppendixLO1
Identify traditional civil service system assumptions.AppendixLO1
Describe the challenges to these assumptions posed by contemporary work and organizations, demographic trends, market-based values, and new concepts of governance.AppendixLO1
Identify the consequences of these challenges for twenty-first century public service systems.AppendixLO1
Describe the contemporary model of HRM that links these challenges with values, functions, organizational mission, and multiple perspectives.AppendixLO1
Identify four key recommendations for improving public sector HRM.AppendixLO1
Relate the concept and practice of workforce planning to strategic HRM.AppendixLO1
Connect indicators and standards to evaluation of HRM systems and to effective management of human resources.AppendixLO1
Discuss how a strategic human resource management information system can drive databased human resource management.AppendixLO1
What are the assumptions that underpin traditional public personnel management systems?AppendixLO1
How do contemporary work and organizations, demographic trends, market-based values, and new concepts of governance challenge the assumptions of traditional public personnel systems? Give examples from your own experience.AppendixLO1
Identify three shifts noted in Table 3–2 that in general you think are most important to effective human resources practices today.AppendixLO1
Identify the components of the human resources model and how the components interact. After reviewing the examples in the book of how the model works, give an example of your own, either real or hypothetical.AppendixLO1
Describe and discuss the operator, manager, executive, and political perspectives on human resources management. If you are now working outside of school, which perspective best describes your position? Give one example of how two of the perspectives might coincide and an example of how they might
Describe the key elements in workforce planning. For each element, discuss how much progress your agency has made in workforce planning.AppendixLO1
Using the six elements of the proposed “comprehensive indicator system,”where would your agency score highest and where do you see the need for improvement?AppendixLO1
If strategic thinking and workforce planning are key elements in achieving organizational transformation and goal accomplishment, why do you think the importance in strategic human resources management was less important in the past than it is today?AppendixLO1
Put yourself in the place of a public employee, either hypothetical or real.As a public employee or a future public employee, how do you wish to be categorized: as an “asset” or a “cost”? Are you the equivalent of an appreciating piece of property or are you a liability to be minimized? Do
Explain how policymaking, budgeting, performance management, and program evaluation are critical to managing public agencies.AppendixLO1
Describe the HR manager’s role in supporting these processes.AppendixLO1
Explore the difficulties of defining and managing organizational performance in contemporary public service delivery options such as contracting and privatization, public–private partnerships, and organizational networks.AppendixLO1
Tell how to enhance the role of public HRM management by using data-driven performance management and program evaluation to resolve issues of productivity and privatization.AppendixLO1
How do policymaking, budgeting, and performance management epitomize the impact of the value of political responsiveness on public personnel management?AppendixLO1
How are HRP and forecasting in public agencies related to the budgetary process?AppendixLO1
Define and then describe the relationship among the three alternative definitions of productivity (efficiency, effectiveness, and responsiveness).AppendixLO1
Describe the elements in an HRMIS and the role such a system plays in an organization’s ability to meet its goals. If you are familiar with such a system, what information does it produce that is helpful to agency managers? What are the drawbacks?AppendixLO1
What are the pros and cons of contracting out? If you have experience with contracting out, what challenges did you face in writing the contract specifications and what challenges did you face in administering the contract?AppendixLO1
Describe the HR manager’s enhanced role in seeking productivity improvements.AppendixLO1
Tell why different groups responsible for public agency HRM have different views of job analysis, as well as relate the historical development of the field to the conflict and interaction among underlying values and objectives: patronage jobs for elected officials, merit systems for civil service
Summarize why traditional job descriptions (those oriented toward position management) may not be suitable for supporting public personnel management as its focus has changed to work management and employee management.AppendixLO1
Analyze work using a performance-oriented description, which incorporates work management and career management into the traditional job description.AppendixLO1
Understand why job descriptions are important for jobs filled through other systems besides civil service, including the alternative mechanisms and flexible employment relationships that characterize nongovernmental personnel systems.AppendixLO1
How does the historical development of job analysis relate to the differing objectives of elected and appointed officials, merit system advocates, HR directors and specialists, supervisors and managers, and employees? How are these reflected in the concepts of position management, human resource
Why are traditional job descriptions unsuitable for supporting personnel management as its focus has changed to human resource management and career management?AppendixLO1
How do performance-oriented descriptions differ from traditional job descriptions? Why are they more effective from the supervisor’s viewpoint? From the employee’s viewpoint?AppendixLO1
How can performance-oriented job descriptions be combined with traditional (position management-based) job analysis and classification systems?AppendixLO1
Describe the contemporary pay and benefits environment.AppendixLO1
Identify the elements included in a total compensation package.AppendixLO1
Understand the laws governing compensation policy and practices.AppendixLO1
Describe the comparative advantages and disadvantages of competing systems used to determine pay—point-factor job evaluation, rank-in person, and broadbanding.AppendixLO1
Discuss how pay-for-performance systems work, and how they differ from traditional civil service seniority and cost-of-living adjustments.AppendixLO1
Identify the issues involved in pay disparity based on race and gender.AppendixLO1
Discuss how pay is set in alternative personnel systems.AppendixLO1
Describe the benefits to which all employees in the United States are legally entitled.AppendixLO1
Discuss discretionary benefits such as pensions, health insurance, and paid vacations.AppendixLO1
Discuss other emergent benefit issues and their relationship to work/family conflicts.AppendixLO1
What are the characteristics of the contemporary pay and benefits environment?AppendixLO1
What is new about “new pay”? How does it reflect a departure from the way pay has traditionally been viewed in civil service systems?AppendixLO1
What elements are included in a total compensation package?AppendixLO1
What are the three laws governing public agency compensation policy and practices?AppendixLO1
Describe the two competing systems—job evaluation and market models—used to determine pay, and discuss their comparative advantages and disadvantages.AppendixLO1
What are the differences between merit pay, pay based on seniority, and cost-of-living allowances?AppendixLO1
Identify the conditions necessary for a pay-for-performance system to work.AppendixLO1
Describe the benefits to which employees in the United States are legally entitled.AppendixLO1
What are some of the managerial and public policy issues associated with public pension and health benefits? If you were a benefits manager and saw the costs of these benefits rising, what kind of recommendations might you make to account for employer and employee needs and interests?AppendixLO1
If you were arguing pros and cons of wage discrimination based on race/gender, what kind of arguments would you develop?AppendixLO1
Discuss other emergent benefit issues and their relationship to work/family conflicts.AppendixLO1
What is the general relationship between pay and benefit systems and the conflict among public personnel systems and values?AppendixLO1
Discuss EEO and AA laws and compliance agencies.AppendixLO1
Describe voluntary and involuntary AA compliance.AppendixLO1
Describe the impact of legal decisions in interpreting and enforcing AA laws.AppendixLO1
Discuss how increased contracting has shifted the focus of AA compliance from employment preference to minority contractor “set-asides.”AppendixLO1
Discuss how diversity management differs from both EEO and AA and describe how workforce diversification leads organizations to actively manage diversity by making changes in the organization’s structure and processes.AppendixLO1
Discuss how conflicts over the fairness of EEO, AA, and diversity management programs have affected the role of the public HR manager in achieving both productivity and fairness.AppendixLO1
Explain EEO and AA, and point out the difference between them.AppendixLO1
Which federal agencies are responsible for compliance with EEO/AA laws?AppendixLO1
What mechanisms are associated with voluntary and involuntary AA compliance?AppendixLO1
Why is the role of federal courts so significant in interpreting social equity legislation?AppendixLO1
With respect to the fundamental conflict between EEO and AA, how has the Supreme Court endorsed and interpreted social equity legislation from 1971 to the present?AppendixLO1
Why has service contracting increased conflict between minority businesses and other contractors?AppendixLO1
Have we had too much affirmative action in the past thirty years, or not enough? Why?AppendixLO1
How does diversity management differ from both EEO and AA?AppendixLO1
What do you believe is the relationship among AA, workforce diversity, and productivity in a culturally diverse community?AppendixLO1
How do diversity management programs affect organizational culture, mission, policies, and programs? Why do some work and others fail?AppendixLO1
What role do you think the public HR manager should take in advancing AA and workforce diversity in an environment of conflicting values over how best to achieve social equity?AppendixLO1
The Supreme Court’s 2009 decision was extremely important for civil service employers tasked with implementing human resource policies that adhere to legal interpretations of Title VII of the Civil Rights Act of 1964. In this case, the city of New Haven, Connecticut developed and administered a
Define the acquisition function.AppendixLO1
Describe the influence different values have on the objectives of the acquisition function.AppendixLO1
Describe how characteristics of the workforce and the nature of contemporary work influence the acquisition function.AppendixLO1
Describe ten steps in the recruitment and selection process.AppendixLO1
Identify six practices that are likely to produce timely and valid hiring processes.AppendixLO1
Discuss the comparative characteristics of centralized, decentralized, and electronic staffing techniques, and outsourcing.AppendixLO1
Describe the concept of test validation and validation strategies.AppendixLO1
How does one’s value perspective influence the objectives of the recruitment and selection process?AppendixLO1
What does it mean to say that fairness is a social judgment rather than a scientific calculation? What are the implications for the tension between efficiency and diversity?AppendixLO1
Describe how workforce demographics and the nature of contemporary work influence the acquisition of public employees.AppendixLO1
What kind of flexible personnel policies are needed to accommodate the caregiving needs of the modern family when both mother and father work? Or when the family consists of children with a single parent?AppendixLO1
What is meant by contextual factors that influence how well a person performs as an organizational member? How easy do you think it is to recruit and select for these factors? Does an emphasis on contextual factors conflict with an emphasis on recruiting for diversity?AppendixLO1
Identify eleven steps in the recruitment and selection process. In an organization you are familiar with, which steps are the most difficult to perform? Why?AppendixLO1
Identify six timely hiring practices and describe how several might be employed to recruit and select for a job category you are familiar with for which demand exceeds supply of applicants and service is suffering from staffing shortages.AppendixLO1
Compare and contrast centralized, decentralized, and web-based recruitment techniques.AppendixLO1
Outsourcing or privatization of government services displaces value issues governments deal with in recruitment and selection processes. Which values do you think will be emphasized by private employment agencies?Can the benefits of outsourcing be realized if vendors are required to incorporate the
Review the recruitment and selection processes in Table 8–2 and identify the values emphasized in each model. How would you improve these processes?AppendixLO1
Describe the concept and importance of test validation and three validation strategies. How have affirmative action and advocates of social equity and individual rights advanced the importance of test validation, and therefore the value of efficiency?AppendixLO1
Describe the differences between political and administrative viewpoints.AppendixLO1
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