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A Human Resources Framework for Public Sector

Book Description

An Entirely New Way to Look at Human Resources in the Public Sector
What makes a good worker? Why do some people naturally do well at their jobs while others struggle? These questions are at the heart of the human resource (HR) profession. And while there is no shortage of theories about how people achieve success, no one has explained the entire body of HR theories. Until now.
In A Human Resources Framework for the Public Sector, Dixon Southworth offers a fresh, new perspective on HR management with the first comprehensive theoretical framework for work performance, tying human resource theories, concepts, and concerns to public administration. With the introduction of the Work Performance Framework (WPF), Southworth offers a roadmap for work performance in the nonprofit and public sectors that focuses on three fundamental objectives of HR programs and services: build human resource capacity, build performance, and build community.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. About the Author
  5. Dedication
  6. Contents
  7. Preface
  8. Acknowledgments
  9. PART 1 The Antecedents to Work
    1. CHAPTER 1 An Introduction to the Work Performance Framework
      1. The Theoretical Foundation of the Work Performance Framework
        1. Public Administration Theories
        2. Human Resource Management Theories
      2. Overview of the Work Performance Framework
        1. Human Resources and Enablers
        2. Work Inputs, Processes, and Outputs
        3. Outcomes and Impacts
      3. Applying the Work Performance Framework to Workforce Planning
        1. Desirable Human Resource Outcomes
        2. Human Resource Service Objectives
    2. CHAPTER 2 The Human Resource
      1. Human Resources in the Work Performance Framework
        1. Mental Abilities
        2. Physical Abilities
        3. Socioeconomic Background
      2. Selected Literature Review
        1. General Mental Ability
        2. Personality
      3. Staffing Programs
        1. Examinations
        2. Recruitment and Selection
        3. Redeployment
        4. Retention
        5. Layoffs
      4. Key Performance Measures
        1. Efficiency Measures
        2. Effectiveness Measures
      5. The Future State of Human Resource Management and Research Opportunities
    3. CHAPTER 3 Enablers: The Bridge to Success
      1. Background
      2. Enablers in the Work Performance Framework
        1. Education and Training
        2. Experience
        3. Associations
        4. Healthy Living
        5. Special Programs
      3. Enabling Opportunities
        1. Approaches and Responses to Enabling Opportunities
        2. Types of Opportunities
      4. Selected Literature Review
        1. Sample Training Program Evaluation
        2. Training Issues, Trends, and Programs
      5. Enabling Programs
        1. Traineeships
        2. Training Programs
        3. Mandatory and Discretionary Training Programs
        4. Implementing Training Programs
      6. Key Performance Measures
      7. The Future State of Human Resource Management and Research Opportunities
      8. What Makes a Good Worker?
  10. PART 2 Performing the Work
    1. CHAPTER 4 Work Inputs: The Cause of Everything
      1. Work Inputs in the Work Performance Framework
        1. Competencies
        2. Effort
        3. Power
      2. Selected Literature Review
        1. Causation
      3. Human Resource Programs to Manage Inputs
        1. Probation Evaluations
        2. Performance Evaluations
        3. Performance Management
        4. Time and Attendance Sheets
      4. Key Performance Measures
      5. The Future State of Human Resource Management and Research Opportunities
    2. CHAPTER 5 Work Processes: How the Work Gets Done
      1. Work Processes in the Work Performance Framework
        1. Work Production
        2. Work Behaviors
        3. Work Improvements and Innovations
      2. Selected Literature Review
      3. Human Resource Programs to Manage Work Processes
        1. The Organizational Chart
        2. The Classification Plan
      4. Key Performance Measures
      5. The Future State of Human Resource Management and Research Opportunities
    3. CHAPTER 6 Work Outputs: The Direct Results of the Work
      1. Selected Literature Review
      2. Work Outputs in the Work Performance Framework
        1. Work Production Outputs
        2. Work Behavior Outputs
        3. Work Improvement and Innovation Outputs
      3. Human Resource Programs to Track Services
      4. Key Performance Measures
        1. Data
        2. Transaction Cost
        3. Cycle Time
      5. The Future State of Human Resource Management and Research Opportunities
      6. What Makes a Good Worker?
  11. PART 3 Outcomes and Impacts: The Real and Perceived Consequences of Work
    1. CHAPTER 7 Outcomes
      1. Program Outcomes
        1. Program Benefits
        2. Program Unintended Consequences
      2. Human Resource Outcomes
        1. Rewards
        2. Punishments
        3. Obligations and Adversities
      3. Evaluation Outcomes
        1. Performance Measurements
        2. Assessments of Fairness
      4. Human Resource Programs to Address Outcomes
        1. Employee and Program Performance
        2. Rewards and Punishments
        3. Legal Requirements and Fairness
      5. Key Performance Measures
        1. Evaluating Worker Performance
        2. Assessing Human Resource Program Effectiveness
      6. The Future State of Human Resource Management and Research Opportunities
    2. CHAPTER 8 Impacts
      1. Impacts in the Work Performance Framework
      2. Emotional Impacts
        1. Selected Literature Review
        2. Emotional Impacts in the Work Performance Framework
        3. Work Culture
      3. Psychological Impacts
        1. Attitudes
        2. Ethical Criteria and Judgments
        3. Fairness and Social Justice
        4. Work Climate
      4. Spiritual Impacts
        1. Selected Literature Review
        2. Distinctions between Happiness and Pleasure
        3. Distinctions between Happiness and Well-being
        4. Distinctions between Well-being and Subjective Well-being
      5. Intellectual Impacts
      6. Human Resource Programs to Address Impacts
        1. Organizational Health Programs
        2. Organizational Growth and Development Programs
      7. Key Performance Measure—The Employee Opinion Survey
        1. New Information and Changes in Survey Results
        2. Interpreting the Results
        3. Using Employee Opinion Surveys
      8. The Future State of Human Resource Management and Research Opportunities
      9. What Makes a Good Worker?
    3. CHAPTER 9 Building a Human Resource Performance Dashboard
      1. The Work Performance Framework
      2. Strategic Human Resource Management
      3. A Dashboard for Reporting Human Resource Program Performance
      4. What Makes a Good Worker?
        1. The Future Public-Sector Organization
        2. What the Worker Needs to Know
      5. The Future State of Human Resource Management and Research Opportunities
        1. Building Human Resource Capacity
        2. Building Human Resource Performance
        3. Building Human Resource Community
      6. Future Human Resource Management Policy Issues
  12. References
  13. Index