Designed as a comprehensive overview of public sector compensation, the book addresses strategies for change, with the author warning that failure of the profession to address this issue will ultimately lead to citizens taking matters in their own hands. The author's issues-oriented approach addresses his core messagethat the escalation of public sector compensation is impacting the ability of government to meet its core responsibility and the failure of government to address this has serious consequences. Not just a critique, it presents context, analysis, and suggestions for reform.

Designed as a comprehensive overview of public sector compensation, the book addresses strategies for change, with the author warning that failure of the profession to address this issue will ultimately lead to citizens taking matters in their own hands. The author's issues-oriented approach addresses his core messagethat the escalation of public sector compensation is impacting the ability of government to meet its core responsibility and the failure of government to address this has serious consequences. Not just a critique, it presents context, analysis, and suggestions for reform.

Sound HRM practices matter—they are a sine qua non of effective governance in democratic government—equally so at the local, regional, state and national levels of government. The NASPAA (Network of Schools of Public Policy, Affairs, and Administration) accreditation standards demand critical competencies for public managers that are vital to human resource managers and supervisors at all levels. These competencies include: skills to lead and manage in public governance; to participate in and contribute to the policy process; to analyze, synthesize, think critically, solve problems and make decisions; to articulate and apply a public service perspective; and to communicate and interact productively with a diverse and changing workforce and citizenry. This second edition of Human Resource Management is designed specifically with these competencies in mind to: Introduce and explore the fundamental purposes of human resource management in the public service and consider the techniques used to accomplish these purposes Provide exercises to give students practice for their skills after being introduced to the theory, foundation, and practices of public and nonprofit sector HRM Facilitate instruction of the material by introducing important topics and issues with readings drawn from the professional literature Provide information and examples demonstrating the interrelatedness of many of the topics in public sector HRM and the trends shaping public and nonprofit management, especially diversity, ethics, and technology. Demonstrate and describe differences among HRM practices in public, for-profit and nonprofit organizations, and between the levels of government. Human Resource Management is organized to provide a thorough discussion of the subject matter with extensive references to relevant literature and useful teaching tools. Thus, students will consider the issues, purposes, and techniques of HRM and conceptualize how varied their roles are, or will be, whether a personnel specialist in a centralized system or a supervisor managing in one of the increasingly common decentralized systems. Each chapter includes a thorough review of the principles and practices of HRM (including the why and the how), selected readings, important themes, diverse examples, key terms, study questions, applied exercises, case studies, and examples of forms and processes would-be managers will encounter in their roles.

Successful change in the public sector can be supported or hindered by political and administrative leadership, individual and group motivation, and the public’s perception of the effectiveness of public officials and government structures. But do the very characteristics of public sector organizations present obstacles to successful transformative change? This book assesses the current state of the literature on leadership and change in government and public policy, and introduces the reader to innovative new ways to demonstrate leadership in times of change. Contributions from accomplished scholars in the field cover the traditional public administration areas of performance and management, as well as the diversity of issues that surround public leadership and change, both domestic and global. Chapters on public sector innovation, performance leadership, governance networks, complexity in disaster management, change initiatives in educational systems and local government, citizen advisory bodies, and gender and race equality, to name but a few, provide important case studies throughout the volume. Leadership and Change in Public Sector Organizations will be required reading for upper level undergraduate and graduate courses in public administration/management, leadership, and public policy analysis.

New behavioural science knowledge about motivation in public service from a pioneer of the field.

“How could this have happened?” The question still lingers among officials and residents of the small southern California town of Bell. Corruption is hardly an isolated challenge to the governance of America’s cities. But following decades of benign obscurity, Bell witnessed the emergence of a truly astonishing level of public wrongdoing—a level succinctly described by Los Angeles District Attorney Steve Cooley as “corruption on steroids.” Even discounting the enormous sums involved—the top administrator paid himself nearly $800,000 a year in a town with a $35,000 average income—this was no ordinary failure of governance. The picture that emerges from years of federal, state, and local investigations, trials, depositions, and media accounts is of an elaborate culture of corruption and deceit created and sustained by top city administrators, councilmembers, police officers, numerous municipal employees, and consultants. The Failure of Governance in Bell California: Big-Time Corruption in a Small Town details how Bell was rendered vulnerable to such massive malfeasance by a disengaged public, lack of established ethical norms, absence of effective checks and balances, and minimal coverage by an overextended area news media. It is a grim and nearly unbelievable story. Yet even these factors fail to fully explain how such large-scale corruption could have arisen. More specifically, how did it occur within a structure—the council-manager form of government—that had been deliberately designed to promote good governance? Why were so many officials and employees prepared to participate in or overlook the ongoing corruption? To what degree can theories of governance, such as contagion theory or the “rover bandit” theme, explain the success of such blatant wrongdoing? The Failure of Governance, by Arizona State University Professor Thom Reilly—himself former county manager of Clark County, Nevada—pursues answers to these and related questions through an analysis of municipal operations that will afford the reader deeper insight into the inner workings of city governments—corrupt and otherwise. By considering factors arising from both theory and practice, Reilly makes clear, in other words, why the sad saga of Bell, California represents both a case study and a warning.

Independent voters—the 40–50 percent of Americans who reject identification with either of the two major parties or with any party—are increasing in number and impact. Independents are determining the outcome of major elections, upending the long-held categories of political science. Drawing on historical and contemporary data (including survey data, participant observation, interviews, and current writings and scholarship) and providing timely new analysis, the authors argue that independents are an engine for a transformation of US democracy, perhaps even its saviors. Rather than “leaning” to a party or an ideology, independents vary on issues but share a deep distrust of the partisan system. What are the consequences of this distrust? What about shifting trends among Black, Latino, and Asian communities regarding party loyalty? What of young voters who eschew party identification wanting a different kind of political culture? For a wide variety of audiences, this book gives students, scholars, campaign professionals, activists, and media analysts an insight into current voting dynamics and future possibilities.

Ever since introducing the concept in the late 1980s, historians have been debating the origins, nature, scope, and limitations of the New Deal order—the combination of ideas, electoral and governing strategies, redistributive social policies, and full employment economics that became the standard-bearer for political liberalism in the wake of the Great Depression and commanded Democratic majorities for decades. In the decline and break-up of the New Deal coalition historians found keys to understanding the transformations that, by the late twentieth century, were shifting American politics to the right. In Beyond the New Deal Order, contributors bring fresh perspective to the historic meaning and significance of New Deal liberalism while identifying the elements of a distinctively "neoliberal" politics that emerged in its wake. Part I offers contemporary interpretations of the New Deal with essays that focus on its approach to economic security and inequality, its view of participatory governance, and its impact on the Republican party as well as Congressional politics. Part II features essays that examine how intersectional inequities of class, race, and gender were embedded in New Deal labor law, labor standards, and economic policy and brought demands for employment, economic justice, and collective bargaining protections to the forefront of civil rights and social movement agendas throughout the postwar decades. Part III considers the precepts and defining narratives of a "post" New Deal political structure, while the closing essay contemplates the extent to which we may now be witnessing the end of a neoliberal system anchored in free-market ideology, neo-Victorian moral aspirations, and post-Communist global politics. Contributors: Eileen Boris, Angus Burgin, Gary Gerstle, Romain Huret, Meg Jacobs, Michael Kazin, Sophia Lee, Nelson Lichtenstein, Joe McCartin, Alice O'Connor, Paul Sabin, Reuel Schiller, Kit Smemo, David Stein, Jean-Christian Vinel, Julian Zelizer.

The government has acknowledged that its program of compensation and rewards is a roadblock in its movements to reinvent government operations. In its report, From Red Tape to Results: Creating a Government That Works Better and Costs Less, the National Performance Review recommends that government agencies design their own compensation programs to help improve operations. In New Strategies for Public Pay, leading experts examine current civil service compensation systems; analyze proposals for reform; discuss issues of equity and fairness, merit pay, collective bargaining, labor market influences, and more; and offer viable compensation alternatives, which have proven to work in private industry, to current government pay systems.