Klingner Ch 3 - Thinking Strategically about HRM

  1. Demographic trends in human resources
    Workforce is aging with baby boomers ready to retire and not enough young professionals willing to replacement. Very real problem of lack of institutional knowledge.

    Both men and women are in the workforce now more than ever. Flexibility and support for employees in this area will mean the difference between attracting quality employees and not.
  2. Market-based values
    If the government cannot solve certain problems, then let the marketplace try, advocates support. Privatization, contracting out and temporary staffing result from this kind of sentiment. Adjustment from the management of people to the management of contracts.
  3. Governance
    Concept that broadly encompasses how public values are allocated and services provided.
  4. Role of operators in HRM
    Operators are those responsible for completing the core work of the agency. Benefits and pay are important but want to do their work well.
  5. Role of Managers in HRM
    They are responsible for conveying the needs of operators to executives and for translating the policy interests of executives to the operators.
  6. Role of Execs in HRM
    Responsible for maintaining the agency's legitimacy. Build and maintain credibility for the work the operators are performing
  7. Role of elected officials
    Reflect the interests of the public. Largely responsible for the creation of position management through their focus on external control of agency resources.
  8. Strategic HRM
    The purposeful resolution of human resource administration and policy issues to enhance a public agency's ability to accomplish its mission in an efficient and equitable way.

    Requires an understanding of organizational human resource management functions relate to one another, to their environmental context, and to agency goals; a vision of the importance of human resources in goal accomplishment and in building a workforce committed to public service values; and a commitment on the part of elected officials, personnel administrators, managers and employees to work for the kinds of changes that will enhance concern for human resource issues.
  9. Four key recommendations for improving Strategic thinking about HRM - 2000 meeting of the National Academy of Public Administration (NAPA)
    • 1. Human capital needs to be a top priority
    • 2. Recruit, Retain, and Develop a Skilled and Diverse Workforce, including redefining public service careers and promoting public service
    • 3. Modernize performance management and Training/Development systems
    • 4. Decide how much standardization is necessary in the human capital system

    pgs 75-76
Card Set
Klingner Ch 3 - Thinking Strategically about HRM
Klingner Ch 3 - Thinking Strategically about HRM