Human Resource Management in Public Service Organizations
Edited by Rona S. Beattie, Jennifer Waterhouse
Routledge – 2014 – 270 pages
Human resource management (HRM) is a core element of any service, but especially so in public service organizations, whose employees are often their most valuable resource.
However, until now there has been little information readily available in the form of key texts, which explore this important topic. Now, this outstanding book tackles the subject head on, bringing together cutting-edge research on HRM in the public sector from a range of respected international authors. It covers such key issues as:
Timely and topical, this book will be of great interest both to researchers in the fields of HRM and public sector management, and to management practitioners keen to inform their practice from an evidence base. This book was first published as a special issue of Public Management Review.
1. Introduction: HRM and the Public Sector Context 2. Human Resource Management’s Stakeholders 3. Recruitment and Retention 4. Managing Diversity 5. Performance Management and Reward 6. Developing Human Resources 7. Managing Change 8. Employment Relations: A Comparative Perspective. Conclusions
Rona S Beattie is Head of Change and Management Learning at Caledonian Business School, Glasgow Caledonian University, Glasgow Scotland. She has extensively researched voluntary sector management, human resource development and human resource management. She has also taught these subjects at undergraduate and postgraduate levels.
She has published extensively in the fields of voluntary sector management and human resource development across a range of subjects including change, management development, capacity-building and rural regeneration.
She is a Fellow of the Chartered Institute of Personnel and Development, a member of the British Academy of Management and a member of the University Forum for HRD. Rona is also a trustee of one of Scotland’s largest social care charities, which delivers a range of publicly funded services, and is chair of its HR committee.
Jennifer Waterhouse is a Post-doctoral fellow in the School of Management and a member of the Work and Industry Futures Research Program in the Faculty of Business at Queensland University of Technology, Australia. She has extensively researched human resource management practices, corporate culture and organizational change within the public sector. In addition, she has taught in the areas of negotiation, employment relations and management at both undergraduate and postgraduate levels.
She has published extensively in the areas of public sector reform, corporate culture and change in the public sector and employment relations.
She is a member of the Institute of Public Administration, Australia, Queensland Branch and the Association of Industrial Relations Academics Australia and New Zealand.