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9780130484048

The Human Resource Function in Educational Administration

by ;
  • ISBN13:

    9780130484048

  • ISBN10:

    0130484040

  • Edition: 8th
  • Format: Hardcover
  • Copyright: 2004-01-01
  • Publisher: Allyn & Bacon
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List Price: $110.20

Summary

This book illustrates the human resource function ";as it happens"; in classrooms, in schools, at board meetings-in short, in the educational arena. It gives readers a bona fide feel for what the human resource professional does. Reliable information is provided regarding the most current thinking in the field, covering eleven fundamental processes and allowing for understanding of human resources in education, its boundaries, and how it connects to other administrative functions. Issues that have been and continue to mainstays of the field are introduced and examined. Topics include: recruitment, selection, induction, development, performance appraisal, compensation, continuity, and unionism. An excellent resource for human resource professionals in the field of education and administration.

Table of Contents

PART I FOUNDATIONS OF THE HUMAN RESOURCE FUNCTION 1(86)
1 The Human Resource Function in Perspective
3(27)
Goals and Objectives of the Human Resource Function
4(2)
Purposive Aspects of the Human Resource Function
6(5)
System Purposes and the Human Resource Function
7(2)
Defining and Articulating Strategic Goals and Objectives
9(1)
The Power and Promise of System Purpose
10(1)
Social Change, Education Renewal, and the Human Resource Function
11(2)
Social Change and the Human Resource Function
13(1)
Dimensions of the Human Resource Function
14(16)
Mission Dimension
15(1)
Human Dimension
16(1)
Organizational Dimension
17(3)
Cultural Dimension
20(1)
Environmental Dimension
21(4)
Ethical Dimension
25(5)
2 Strategic Planning and the Human Resource Function
30(28)
Organizational Change Within a Strategic Planning Context
31(1)
Human Resource Planning in the Context of Educational System Planning
32(1)
Strategic Planning Process
33(1)
Stage One: Defining and Clarifying Expectations
34
Stage Two: Assessment of the Human Resource Condition 3
7(42)
Purpose Information
39(1)
Program Structure Information
39(2)
Pupil Information
41(1)
Position Information
42(3)
Organizational Structure Information
45(1)
External Environment Information
46(2)
Internal Environment Information
48(1)
Stage Three: Development of a Strategic Plan
49(1)
Stage Four: Implementation of the Strategic Plan
50(1)
Stage Five: Monitoring, Assessing, and Adjusting the Strategic Plan
51(2)
Stage Six: Assessing Effectiveness of Strategic Initiatives
53(5)
3 Information Technology and the Human Resource Function
58(29)
Information and the Human Resource Function
59(1)
Architecture of the Human Resource Information System
60(23)
System Information
61(1)
Position Information
62(1)
Person Information
62(1)
Human Resource Function Information
62(1)
Information Communication Network
63(1)
Demand for and Supply of Human Resource Information
64(3)
Records and Records Management
67(2)
Information Technology and the Human Resource Function
69(2)
Human Resource Information and the Computer
71(1)
Computer Availability and Application
71(2)
Computerized Human Resource Information Systems
73(1)
The Human Resource Information Process
74(9)
Evaluation and Feedback
83(4)
PART II HUMAN RESOURCE PROCESSES: RECRUITMENT, SELECTION, INDUCTION, DEVELOPMENT, PERFORMANCE APPRAISAL, AND COMPENSATION 87(152)
4 Recruitment and Selection
89(33)
Recruitment
91(1)
Public Employment Policy and Recruitment
92(2)
System Employment Policy and Recruitment
94(3)
The Recruitment Process
97(4)
Attracting Applicants
98(1)
Personal Orientation of Applicants
98(1)
Recruitment Message
99(1)
The Individual Recruiter
100(1)
Developing Sources of Applicants
101(1)
Coordinating the Search for Applicants
102(2)
Selection: Purpose, Scope, and Challenges
104(1)
The Selection Process
104(18)
Process Model
105(1)
Procedural Components
106(1)
Job Analysis
106(1)
Job Criteria
107(1)
Job Predictors
108(2)
Actual Job Predictors
110(1)
Screening Applicants
110(1)
Application Form
111(1)
Reference Information
111(1)
Employing Applicants
112(1)
Interviews
112(2)
Job Simulations
114(1)
Predictor Assessments
114(1)
Adverse Impact
115(1)
Practical Significance
116(6)
5 Induction
122(30)
Induction and Human Performance
123(3)
Behavior and the Induction Process
126(1)
Scope of the Induction Process
127(1)
Goals of the Induction Process
128(2)
Organization of the Induction Process
130(8)
Position Information
131(3)
System Information
134(3)
Community Information
137(1)
Ordering and Coordinating the Induction Sequence
138(4)
Preappointment Period
138(2)
Interim Induction Period
140(2)
Follow-up of Inductee Adjustment
142(3)
Managing the Induction Process
145(2)
Induction and Human Resource Strategy
147(5)
6 Development
152(31)
Staff Development by Design
153(2)
Staff Development Problems
155(2)
Staff Development Domain
157(3)
Staff Development Process
160(23)
Phase 1: Diagnosing Development Needs
164(2)
Phase 2: Designing Development Plans
166(9)
Phase 3: Implementing Development Programs
175(2)
Phase 4: Evaluating Staff Development Programs
177(6)
7 Performance Appraisal
183(26)
Performance Appraisal
184(1)
The Context of Performance Appraisal
184(1)
Purposes of Performance Appraisal Systems
185(3)
Compensation
186(1)
Employment Continuation
187(1)
Development
187(1)
Standards of Comparisons for Performance Appraisals
188(1)
Evaluation Systems
189(5)
Ranking Systems
190(2)
Rating Systems
192(1)
Narrative Systems
193(1)
Evaluation Models
194(1)
Alignment of Performance Appraisal Decisions
195(1)
Psychometric Properties of Performance Appraisal Systems
196(4)
Validity
198(2)
The Performance Appraisal Process
200(9)
Phase 1: Appraises-Appraiser Planning Conference
200(2)
Phase 2: Performance Analysis
202(1)
Phase 3: Performance Progress Review
202(4)
Phase 4: Performance Diagnosis and Recycling
206(3)
8 Compensation
209(30)
Human Resources Compensation: Perennial Challenge
210(1)
Compensation Strategy
210(10)
Components of Total Compensation Systems
212(2)
Direct Cost
214(4)
Indirect Cost
218(2)
Audit of Compensation Structures
220(6)
Elasticity
220(2)
Compression
222(2)
Rationality
224(2)
Appropriate Labor Market
226(2)
Market Sensitivity
226(2)
Internal Consistency of Compensation Structures
228(5)
Position Evaluation
229(4)
The Total Compensation Perspective
233(1)
Compensation Control and Adjustment
234(5)
PART III EMPLOYMENT CONTINUITY AND UNIONISM 239(52)
9 Employment Continuity
241(23)
School System Culture and Employment Continuity
242(1)
Human Problems in School Systems
242(1)
The Employment Continuity Process
243(1)
Provisions Conducive to Employment Continuity
244(13)
Entitlements
245(6)
Privileges
251(6)
Administrative Incentives for Employment Continuity
257(7)
Movement Within an Organization
257(7)
10 Unionism and the Human Resource Function
264(27)
Historical Perspective
265(1)
Purpose Perspective
266(3)
The Regulatory Anatomy of Bargaining
269(2)
Collective Bargaining and the Human Resource Function
271(1)
Collective Bargaining Developments in Public Education
272(1)
The Collective Bargaining Process
273(18)
Prenegotiations Planning
273(2)
Ten Prior Planning Premises
275(1)
Organization for Negotiation
275(4)
The Planning Committee
279(1)
The Negotiating Team
279(1)
Shaping the Human Organization Through Contract Design
280(1)
Determining the Scope of Bargaining
281(3)
Contract Negotiations
284(1)
Impasse Procedures
285(1)
Contract Contents
286(1)
Organizational Security
286(1)
Compensation and Working Conditions
287(1)
Individual Security
287(1)
Contract Administration
287(4)
Glossary 291(16)
Author Index 307(2)
Subject Index 309

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Excerpts

Every employee of an educational organization is influenced by the human resource function. This influence begins prior to employment through recruitment and selection processes and continues throughout the employment period of an individual. Whether or not this influence is positive depends on how well the human resource function is managed by those responsible for making important decisions about individuals as employees and about the overall operation of the human resource function in the educational setting. Some of the decisions involve old issues ever new, while other decisions involve new issues yet to be broached by many educational organizations. Within this edition, both types of issues are addressed. Issues that have been and continue to be a mainstay of the human resource function are examined from both traditional and novel perspectives. Emerging human resource issues are introduced, and best practices relating to these issues are examined. This edition, like the seventh edition, is organized into three parts. However, some of the chapters from the previous edition have been deleted, and other chapters have been combined. Most importantly, each chapter has been revised, and each chapter contains web links. The three parts of this edition reflect pre-employment considerations from a strategic planning perspective, core human resource functions common to every organization, and continuity of employment considerations pertaining to enhancing the employment life of individuals as employees. Considerable emphasis is placed on the readability of these parts from a student perspective. Part I introduces the human resource function and places the human resource function within the strategic planning context. Informational needs for linking human resource functions and strategic planning processes are examined from a policy perspective. In Part II, core human resource functions associated with recruitment and selection, induction, development, performance appraisal, and compensation are addressed from several perspectives. Emphasis is placed on policy decisions and administrative decisions relative to these different human resource functions, and current research is brought to bear on these topics. The focus of Part III is on the employment continuity process and benefits associated with continued employment. Attention is afforded to collective bargaining within the school setting, and the role of human resources as related to collective bargaining. What's New in This Edition In maintaining its signature orientation among competing textbooks, this eighth edition follows the general systems approach to the human resource function from a strategic management perspective as set forth in previous editions and expands current knowledge in this area from several viewpoints by drawing from emerging research, by expanding current knowledge about human resource practice, by addressing new systemic reform efforts confronting public school districts, and by linking recent Web-based information illustrating current practice of the human resource function in each chapter. Again, as with past editions, attention is devoted to the concerns of those administrators responsible for administering the human resource function in the educational setting and to those employees subjected to the human resource process in fulfilling job assignments. Both perspectives are addressed in this new edition by the following: Clarifying the role of strategic planning and identifying systemic reform efforts pertaining to competency-based testing and institutional report cards that impact the operation of the human resource function Illustrating the importance of mission statements for shaping the direction of human resource functions and supplying on-line working examples from exemplary public school districts Providing a mosaic depiction of the human resource components

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