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Human Capital: Tools and Strategies for the Public Sector



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Cq Pr
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This is the edition with a publication date of 7/21/2008.

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  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any CDs, lab manuals, study guides, etc.
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Take a sneak peak inside!Click on the link below to preview chapter one. Order your exam copy today by clicking on the &BAD:"Request an Exam Copy&BAD:" link above.Chapter 1With the shift from &BAD:"human resources&BAD:" to &BAD:"human capital management&BAD:" (HCM), public agencies are striving to strategically manage their workforces. Sally Selden&BAD:rs"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&BAD:-including hiring, training, retention, performance, and recognition&BAD:-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.

Author Biography

Sally Coleman Selden is associate professor of management at Lynchburg College. She is a principal investigator for the Government Performance Project (GPP), a study of public management systems in all fifty states funded by The Pew Charitable Trusts. Selden is the author of over fifty articles, books, or book chapters and serves on the Academic Advisory Board of the Partnership for Public Service and on the Human Resource Management Executive Committee of the American Society for Public Administration

Table of Contents

Tables, Figures, and Featuresp. x
Prefacep. xiii
Introduction to Human Capital Management in Public Organizationsp. 1
Human Capital Management in Public Systemsp. 2
How Governments Organize Their Human Capital Systemsp. 3
Changing Perspectivep. 5
Guidance from the Government Performance Projectp. 7
The Structure of the Bookp. 12
Strategic Human Capital Planning and Managementp. 13
Strategic Human Capital Managementp. 15
Agency Strategic and Operational Planningp. 15
Strategic Human Capital Planningp. 19
Strategic Assessment and Alignment of Human Capital Systemsp. 21
Workforce Planningp. 23
Human Capital Planp. 28
Strategic Human Capital Management Metricsp. 30
Recruiting and Selecting the Right Peoplep. 33
Recruiting and Selectionp. 36
The Hiring Planp. 37
Designing Recruiting and Selection Activitiesp. 39
Recruiting and Selection Metricsp. 57
Retaining the Right Peoplep. 61
The Changing Psychological Contract between Employers and Employeesp. 63
Employee Retention and Voluntary Turnoverp. 64
Why People Leave Organizationsp. 70
Retention Strategiesp. 75
Work Environment That Supports Work-Life Balancep. 76
Strategic Staffing Metrics for Retentionp. 80
Developing Employees and Leadersp. 83
Why Organizations Train and Develop Employeesp. 85
Approaching Training and Development Strategicallyp. 87
Organizational Analysesp. 93
Job Analysesp. 94
Employee Analysesp. 94
Designing Training and Development Programsp. 99
Evaluating Training and Development Programsp. 100
Career and Leadership Developmentp. 102
Safeguarding Knowledgep. 109
Strategic Workplace Learning Metricsp. 111
Managing Employee Performancep. 115
The Performance Management Frameworkp. 116
Goals of the Performance Appraisal and Feedback Systemp. 118
Designing a Strategic Performance Appraisal and Feedback Systemp. 119
Individual Learningp. 128
Organizational Learningp. 129
Strategic Implementation Issuesp. 134
Strategic Performance Management Metricsp. 134
Rewarding Employee Performancep. 137
Pay Systemsp. 139
The Changing Architecture of Pay Systems: Broad Bandingp. 146
Designing a Strategic Reward Systemp. 148
Orientation to Marketp. 150
Pay Structure and Deliveryp. 152
Rewards and Recognitionp. 155
Strategic Pay and Recognition Metricsp. 156
Strategic Human Capital Measurement: Analytics and Intelligencep. 162
Human Capital Measurementp. 164
Human Capital Metrics-The Beginningp. 165
Benchmarkingp. 166
Human Capital Scorecards/Dashboardsp. 167
Human Capital Analyticsp. 168
Building Human Capital Intelligence-The Futurep. 171
Implementation Challengesp. 172
Human Capital Intelligence Frameworkp. 173
Conclusionp. 175
New Directions for Human Capital Managementp. 176
Building Strategic Value from Core Human Capital Activitiesp. 179
Turning Information into Intelligence through Actionp. 180
Leveraging Technologyp. 180
The Expanding Role of Human Capital Professionalsp. 181
Changing Organization Structures: The Emergence of Shared Servicesp. 182
Conclusionp. 183
Referencesp. 185
Indexp. 197
Table of Contents provided by Ingram. All Rights Reserved.

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