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Purchase Benefits
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Tables, Figures, and Features | p. x |
Preface | p. xiii |
Introduction to Human Capital Management in Public Organizations | p. 1 |
Human Capital Management in Public Systems | p. 2 |
How Governments Organize Their Human Capital Systems | p. 3 |
Changing Perspective | p. 5 |
Guidance from the Government Performance Project | p. 7 |
The Structure of the Book | p. 12 |
Strategic Human Capital Planning and Management | p. 13 |
Strategic Human Capital Management | p. 15 |
Agency Strategic and Operational Planning | p. 15 |
Strategic Human Capital Planning | p. 19 |
Strategic Assessment and Alignment of Human Capital Systems | p. 21 |
Workforce Planning | p. 23 |
Human Capital Plan | p. 28 |
Strategic Human Capital Management Metrics | p. 30 |
Recruiting and Selecting the Right People | p. 33 |
Recruiting and Selection | p. 36 |
The Hiring Plan | p. 37 |
Designing Recruiting and Selection Activities | p. 39 |
Recruiting and Selection Metrics | p. 57 |
Retaining the Right People | p. 61 |
The Changing Psychological Contract between Employers and Employees | p. 63 |
Employee Retention and Voluntary Turnover | p. 64 |
Why People Leave Organizations | p. 70 |
Retention Strategies | p. 75 |
Work Environment That Supports Work-Life Balance | p. 76 |
Strategic Staffing Metrics for Retention | p. 80 |
Developing Employees and Leaders | p. 83 |
Why Organizations Train and Develop Employees | p. 85 |
Approaching Training and Development Strategically | p. 87 |
Organizational Analyses | p. 93 |
Job Analyses | p. 94 |
Employee Analyses | p. 94 |
Designing Training and Development Programs | p. 99 |
Evaluating Training and Development Programs | p. 100 |
Career and Leadership Development | p. 102 |
Safeguarding Knowledge | p. 109 |
Strategic Workplace Learning Metrics | p. 111 |
Managing Employee Performance | p. 115 |
The Performance Management Framework | p. 116 |
Goals of the Performance Appraisal and Feedback System | p. 118 |
Designing a Strategic Performance Appraisal and Feedback System | p. 119 |
Individual Learning | p. 128 |
Organizational Learning | p. 129 |
Strategic Implementation Issues | p. 134 |
Strategic Performance Management Metrics | p. 134 |
Rewarding Employee Performance | p. 137 |
Pay Systems | p. 139 |
The Changing Architecture of Pay Systems: Broad Banding | p. 146 |
Designing a Strategic Reward System | p. 148 |
Orientation to Market | p. 150 |
Pay Structure and Delivery | p. 152 |
Rewards and Recognition | p. 155 |
Strategic Pay and Recognition Metrics | p. 156 |
Strategic Human Capital Measurement: Analytics and Intelligence | p. 162 |
Human Capital Measurement | p. 164 |
Human Capital Metrics-The Beginning | p. 165 |
Benchmarking | p. 166 |
Human Capital Scorecards/Dashboards | p. 167 |
Human Capital Analytics | p. 168 |
Building Human Capital Intelligence-The Future | p. 171 |
Implementation Challenges | p. 172 |
Human Capital Intelligence Framework | p. 173 |
Conclusion | p. 175 |
New Directions for Human Capital Management | p. 176 |
Building Strategic Value from Core Human Capital Activities | p. 179 |
Turning Information into Intelligence through Action | p. 180 |
Leveraging Technology | p. 180 |
The Expanding Role of Human Capital Professionals | p. 181 |
Changing Organization Structures: The Emergence of Shared Services | p. 182 |
Conclusion | p. 183 |
References | p. 185 |
Index | p. 197 |
Table of Contents provided by Ingram. All Rights Reserved. |
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 access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.