In this title, first published in 1996, the author explores the idea that workers tend to quit their jobs when job costs outweigh job rewards when better alternatives exist. Moreover, personality interacts with employees’ evaluation of job costs and rewards and quitting behaviour.

'An impressive collection of authoritative treatments of major current and ongoing topics in public sector human resource management, provided by both well-established experts and up-and-coming scholars who are becoming leaders in the field. A valuable resource for courses on the topic and an important reference for scholars and those seeking to maintain expert knowledge about it.' – Hal G. Rainey, The University of Georgia, US This insightful book presents current thinking and research evidence on the role of human resource management policies and practices in increasing service quality, efficiency and organizational effectiveness in the public sector. Internationally, public sector organisations face enormous challenges, including increasingly uncertain political and economic environments, more vigilant and cost-conscious governments, rapidly evolving community needs and an ageing workforce. This collection examines a range of HRM-related topics that will influence the capacity of public sector agencies to negotiate and respond to the challenges ahead. These topics include managing public sector human resources during an economic downturn, enhancing the satisfaction and motivation of public sector employees, attracting and retaining talent, leadership development, and case studies in successful public sector organizational change. With each chapter drawing on the latest research, but also emphasizing the practical implications, this collection is suitable for practitioners, researchers and students alike. It will also be valuable for HR specialists and managers of HR units in the public sector.

This exploration of what employee turnover is, why it happens, and what it means for companies and employees draws together contemporary and classic theories and research to present a well-rounded perspective on employee retention and turnover. The book uses models such as job embeddedness theory, proximal withdrawal states, and context-emergent turnover theory, as well as highlights cultural differences affecting global differences in turnover. Employee Retention and Turnover contextualises the issue of turnover, its causes and its consequences, before discussing underrepresented antecedents of turnover, key aspects of retention and methods for regulating turnover, and future research directions. Ideal for both academics and advanced students of industrial/organizational psychology, Employee Retention and Turnover is essential for understanding the past, present, and future of turnover and related research.

Through extensive research Global Talent Retention: Understanding Employee Turnover Around the World addresses the need for turnover theory and research to give more careful consideration to global and cross-cultural perspectives on employee retention, and includes contributions from a global range of scholars.

Bringing together over fifty leading global experts, this Research Handbook provides a state-of-the-art overview of research findings regarding Human Resource Management (HRM) in the public sector. Original chapters provide useful insights from two different disciplines: public administration and HRM. They illustrate that the public context of organisations matters and discuss research findings detailing how this plays out in practice.

With over three decades of experience in public sector HR, Bob Lavigna gives managers the tools they need to leverage the talents of government's most important resource: its people. You know firsthand that your government workers are not underworked, overpaid, or mindless clones just carrying out the morally compromised work that politicians forced through the pipeline. Besides having to daily overcome the persona of being a government employee, your hard-working employees face enormous pressures and challenges every day and are asked to solve some of our country’s toughest problems, including unemployment, security, poverty, and education. To be able to return to their desks daily with the passion and commitment required to accomplish these overwhelming duties will require a manager who knows how to leverage talent, improve performance, and inspire passion within these true servants. In Engaging Government Employees, you will learn: Why a highly engaged staff is 20 percent more productive How to get employees to deliver “discretionary effort” How to assess the level of engagement Why free pizza and Coke every Friday is not a viable strategy Engaging Government Employees rejects the typical one-size-fits-all approach to motivation. Drawing on a wealth of empirical evidence, this indispensable resource shows how America’s largest employer can apply the science of engagement to get team members passionate about the agency’s mission and committed to its success.

This book tackles the challenges that women face in the workplace generally and in the public sector particularly. While it spends time identifying and describing the problems that women faced in the past, it pays special attention to identifying possible remedies to these problems, and also surveys progress made in recent decades.

With the shift from "human resources" to "human capital management" (HCM), public agencies are striving to strategically manage their workforces. Sally Selden’s groundbreaking book moves far beyond describing best practices and offers the context in which innovative practices have been implemented. She details how agencies are creating performance-aligned workforces by adopting systems and policies that are driven by their strategic missions. This book covers core topics of personnel courses—including hiring, training, retention, performance, and recognition—but also includes integrated coverage on measuring success through assessment. Further helping readers grasp how HCM works, the book uses original data from the Government Performance Project and incorporates many comparative examples across a wide range of states, plus federal and municipal agencies. Unlike anything else available, Human Capital fills a critical gap for both students and public personnel professionals.

The continuing process of change in the public sector means that managers and service professionals have had to adopt new ways of working and acquire a wide range of new skills. These managerial skills need to be continually maintained and developed. This book offers a clear understanding of the main elements of each aspect of management as applied in public sector organizations. It also outlines the ongoing changes which will impact on public sector organizations in the future and discusses the implications for public sector management methods.