Human resource management is experiencing profound change, new challenges, exciting accomplishments, and much uncertainity. The public service has moved away from the old days of "personnel management" concerned mostly with processing "personal action" paperwork, to a system where public employees are managed as human capital to get the work of the government done more effectively and efficiently. This volume brings together the latest thinking on human resource management in the public service, presented by distinguished thought leaders in the field. While it focuses primarily on federal…mehr
Human resource management is experiencing profound change, new challenges, exciting accomplishments, and much uncertainity. The public service has moved away from the old days of "personnel management" concerned mostly with processing "personal action" paperwork, to a system where public employees are managed as human capital to get the work of the government done more effectively and efficiently. This volume brings together the latest thinking on human resource management in the public service, presented by distinguished thought leaders in the field. While it focuses primarily on federal government policies and practices, the principles, conclusions, and recommendations translate readily to state and local government, and to the private sector as well.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Hannah S. Sistare, Myra Howze Shiplett, Terry F. Buss
Inhaltsangabe
Foreword Preface and Acknowledgments 1. An Overview Part 1. The Challenge Ahead 2. Human Capital: Federal Workforce Challenges in the Twenty-first Century Part 2. Understanding the Twenty-First Century Multisector Workforce 3. Challenges and Effective Practices in Managing the Multisector Workforce 4. Multisector Workforce Lessons Learned: The National Aeronautics and Space Administration 5. Getting the Best from "Most Efficient Organizations" 6. Building Surge Capacity in the Disaster Workforce: Improving SBA's Response to Mega-Disasters in the Future Part 3. Transforming Organizational Culture 7. The U.S. Government Accountability Office: A Case Study in Human Capital Reform 8. Strategic Human Capital Management in Federal Government: Principles Strategies and the Case of NASA 9. Organizational Transformation: Strategic Succession Management and Leadership Development 10. Four New Models of Networked Leadership Development Part 4. Innovation in Action 11. A New Look at Paybanding and Pay for Performance: The Views of Those Participating in Federal Demonstration Projects 12. Employee Retention and Engagement 13. Building Relationships to Fix the Federal Talent Pipeline: An Innovative Approach in Chicago Provides a Model for Recruitment Success 14. Competencies for Success in International Leadership in Challenging Times 15. An Agency-Level Look at Alternative Working Arrangements in Federal Government 16. Strategic Workforce Management: Innovation and Improvement at DTRA Part 5. Managing the Management of People 17. A Certified Assessment of Human Resources Systems: An Innovative Pathway to Assurance 18. Using Data-Driven Human Capital Decisions to Improve Basic Personnel Functions 19. Succeeding as a Strategic HR Partner: A Practical Approach Part 6. Legislating Reform 20. Legislating Innovation in Human Capital Management: Lessons from the Department of Homeland Security 21. The Human Capital "Crisis" in the Federal Government: A Modest Proposal Part 7. Concluding Thoughts 22. The Path of Reform: Challenges and Opportunities About the Editors and Contributors Index
Foreword Preface and Acknowledgments 1. An Overview Part 1. The Challenge Ahead 2. Human Capital: Federal Workforce Challenges in the Twenty-first Century Part 2. Understanding the Twenty-First Century Multisector Workforce 3. Challenges and Effective Practices in Managing the Multisector Workforce 4. Multisector Workforce Lessons Learned: The National Aeronautics and Space Administration 5. Getting the Best from "Most Efficient Organizations" 6. Building Surge Capacity in the Disaster Workforce: Improving SBA's Response to Mega-Disasters in the Future Part 3. Transforming Organizational Culture 7. The U.S. Government Accountability Office: A Case Study in Human Capital Reform 8. Strategic Human Capital Management in Federal Government: Principles Strategies and the Case of NASA 9. Organizational Transformation: Strategic Succession Management and Leadership Development 10. Four New Models of Networked Leadership Development Part 4. Innovation in Action 11. A New Look at Paybanding and Pay for Performance: The Views of Those Participating in Federal Demonstration Projects 12. Employee Retention and Engagement 13. Building Relationships to Fix the Federal Talent Pipeline: An Innovative Approach in Chicago Provides a Model for Recruitment Success 14. Competencies for Success in International Leadership in Challenging Times 15. An Agency-Level Look at Alternative Working Arrangements in Federal Government 16. Strategic Workforce Management: Innovation and Improvement at DTRA Part 5. Managing the Management of People 17. A Certified Assessment of Human Resources Systems: An Innovative Pathway to Assurance 18. Using Data-Driven Human Capital Decisions to Improve Basic Personnel Functions 19. Succeeding as a Strategic HR Partner: A Practical Approach Part 6. Legislating Reform 20. Legislating Innovation in Human Capital Management: Lessons from the Department of Homeland Security 21. The Human Capital "Crisis" in the Federal Government: A Modest Proposal Part 7. Concluding Thoughts 22. The Path of Reform: Challenges and Opportunities About the Editors and Contributors Index
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