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PPM-124HM: Human Resource Management

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Normed Course Outlines

PPM-124HM: Human Resource Management

Description: The people who work in government are its most valuable resource, and it is crucial for aspiring policy professionals to be able to be well-acquainted with fundamental methods and principles of Human Capital Management (HCM). After all, adequate usage of personnel often translates into better usage of a given organization’s financial, physical, and technological resources. This course will provide an overview of fundamental public personnel administration concepts including personnel policy, recruitment and selection, performance appraisal, collective bargaining, motivation and retention, training, and employee relations.

Learning Outcomes: On successful completion of this module, students will have the skills and knowledge to utilize the concepts enumerated below and be able to understand and describe:

  • Managing People: Performance, Recruitment, Renewal
  • Evaluating Talent
  • Workplace Issues and Labour Relations

Concepts to be learned: Pay for Performance; Appointment; Appointment Framework; Career Development; Coaching; Human Resources Planning; Non-Partisanship; Recognition; Seniority; Staffing Strategy; Turnover; Appraisal; Merit System; Qualification Standard; Talent Management; Bargaining Agent; Career Transition; Core Competencies (OECD); Favouritism; Job Rotation; Neutrality; Paid Sick Leave; Person with Disabilities; Salary; Salary Range; Secondment; Termination;Training; Transition Support Measure; Workplace Flexibility; Workplace Well-Being.

Normed Topics in this Normed Course Outline

  1. Workplace Issues and Labour Relations

Like other normed topics on the Atlas, each of these has a topic description, links to core concepts relevant to the topic, learning outcomes, a reading list drawn from available course syllabi, and a series of assessment questions.

Course Syllabi Sources for this Normed Course Outline:

Recommended Readings: Harvard (Kennedy): MLD-110B; Indiana (SPEA): V-561; USC (Price): PPD-685; Carleton: PADM-5418 & PADM-5117; NYU (Wagner): PADM-GP.2135; Rutgers (SPAA): 20:834:523; Georgia: PADP-6920

Week 1: Managing People: Performance, Recruitment, Renewal

REQUIRED:
Pynes, J.E. (2013). Human resources management for public and nonprofit organizations, 4th ed. San Francisco, CA: Jossey-Bass Publishers. Chapter 1 (Human Resource Management in the Public and Nonprofit Sectors); Chapter 2 (Strategic Human Resource Management and Planning); Chapter 7 (Recruitment and Selection in the Public and Nonprofit Sectors)

Riccucci, Norma, ed. Public personnel management: Current concerns, future challenges. Longman Publishing Group, 2006. Chapter 1 (Public Human Resource Management:  How We Get Where We Are Today) Chapter 2 (Building Public HRM Capacity in Fragile and Transitional States: Linking Theory, Research, Practice and Teaching) & Chapter 11 (Hiring in the Federal Government:  Balancing Technical, Managerial, and Political Imperatives)

OPTIONAL:

Perry, J. L., Mesch, D., & Paarlberg, L. (2006). Motivating employees in a new governance era: The performance paradigm revisited. Public Administration Review, 505-514.

Feldheim, Ann M. (2007). Public sector downsizing and employee trust. International Journal of Public Administration, 30(3), 249-270.

Fishman, C. (1998, July 31). The war for talent. Retrieved August 2, 2012, from Fast Company: http://www.fastcompany.com/magazine/16/mckinsey.html

Moynihan, D. & Pandey, S. 2008. “The Ties that Bind: Social Networks, Person-Organization Value Fit, and Turnover Intention.” Journal of Public Administration Research and Theory, 18(2): 205-227.

Grissom, J. 2012. “Revisiting the Impact of Participative Decision Making on Public Employee Retention: The Moderating Influence of Effective Managers.” The American Review of Public Administrators, 42(4): 400-418.

Jonathan Malloy, “The Next Generation? Recruitment and Renewal in the Federal Public Service,” in G. Bruce Doern (ed.), How Ottawa Spends 2004-2005: Mandate Change in the Paul Martin Era. Montreal and Kingston: McGill-Queen’s University Press, 2004, 277-295.

Week 2: Evaluating Talent

REQUIRED:

Pynes, J.E. (2013). Human resources management for public and nonprofit organizations, 4th ed. San Francisco, CA: Jossey-Bass Publishers. Chapter 6 (Job Analysis) & Chapter 8 (Performance Management)

Riccucci, Norma, ed. Public personnel management: Current concerns, future challenges. Longman Publishing Group, 2006. Chapter 14 (Managing Human Resources to Improve Organizational Productivity: The Role of Performance Evaluation) & Chapter 15 (Privatized Prisons and Unions: Personnel Management Implications)

OPTIONAL:

Ryan, K. (2012, January-February). Gilt Groupe’s CEO on Building a Team of a Players. Harvard Business Review, 43-46. [https://hbr.org/2012/01/gilt-groupes-ceo-on-building-a-team-of-a-players]

Isaacson, W. (2012, April). The Real Leadership Lessons of Steve Jobs. Harvard Business Review, 93-102.

Lynes, P., Gold, M., Cordero, V. & Rivera, S. (2012, March). A Successful Practice, City Of Los Angeles: A Competency Model. HR News, 16-19 ß RECRUITING AND SELECTING STAFF

Pfeffer, J., & Veiga, J. F. (1999). Putting people first for organizational success. The Academy of Management Executive, 13(2), 37-48.

Week 3: Workplace Issues and Labour Relations

REQUIRED:

Pynes, J.E. (2013). Human resources management for public and nonprofit organizations, 4th ed. San Francisco, CA: Jossey-Bass Publishers. Chapter 10 (Benefits), Chapter 11 (Training and Career Development) & Chapter 12 (Labor-Management Relations)

Riccucci, Norma, ed. Public personnel management: Current concerns, future challenges. Longman Publishing Group, 2006. Chapter 13 (Public Sector Pensions and Benefits: Challenges in a New Environment)

OPTIONAL:

Porath, C., & Pearson, C. (2013). The price of incivility. Harvard business review, 91(1-2), 115-121.

Drucker, P. F. (2002). They're not employees, they're people. Harvard Business Review, 80(2), 70-7. https://hbr.org/2002/02/theyre-not-employees-theyre-people [WEB]

Gunderson, M. (2002). “Chapter 28: Collective bargaining and dispute resolution in the public sector.” In Dunn, C. J. (Ed.). (2002). The handbook of Canadian public administration. Oxford University Press.

Jameson, J. K. (2001). Employee perceptions of the availability and use of interestbased, rightbased, and powerbased conflict management strategies. Conflict resolution quarterly, 19(2), 163-196.

Pfeffer, J. (1998). The human equation: Building profits by putting people first. Harvard Business Press. Pages 64-98.

Sample Assessment Questions:

1a) One remaining legacy of the New Public Management reforms of the 1980s is performance-based pay for executives. What are some of the possible advantages and disadvantages of this type of pay structure in terms of attracting and retaining talented leaders? 1b) What is the merit system in the context of human resource management? How is non-partisanship an important dimension of the merit system?

2a) Why is it important for public managers to measure the performance of employees? What are some of the criteria that managers use in evaluating performance? 2b) "Pay for Performance" systems provide financial incentives to employees for successful performance reviews. What are some of the possible advantages and disadvantages of these systems?

3a) What is essential services legislation? Why do governments make use of this type of legislation, and what are some of the potential advantages and disadvantages associated with its use? 3b) What is collective bargaining? Why is this an important concept for public sector managers to understand?

Page Created by: James Ban on 28 July 2015


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© University of Toronto 2008
School of Public Policy and Governance