Strategic Human Resource Management in the Public Arena

J. Barton Cunningham is a Professor in the School of Public Administration at the University of Victoria, Canada.

'This is an ambitious and relevant text that stands out in positioning the use of the Balanced Scorecard to measure and communicate the impact of SHRM using the language and frameworks of our business stakeholders.' - John Watkins, Coventry University London Campus, UK 'This book has a really excellent mixture of theory and practice; it shows the big picture with a framework of BSC, as well as down to earth tips from effective workforce design to performance and talent management.' - Helmut Hofstetter, Berlin School of Economics, Germany 'Cunningham succeeds in developing an engaging writing style that artfully blends the theoretical material with illustrative examples, cases and self-assessment exercises. I highly recommend this textbook for students interested in uncovering the challenges and opportunities of managing human resources in the public and non-profit sectors.' - Virginia Bodolica, American University of Sharjah, UAE 'This book fills a gap in the Strategic HRM literature. It is an inspiring and comprehensive exploration of the presence of HR systems and practices in public management.' - Joost Bucker, Radboud University, the Netherlands.

• PART I: THE SHRM STRATEGIC CONTEXT1. Human Resource Management's Strategic Pressures2. Using a SHRM-Balanced Scorecard as a Strategic FrameworkPART II: DESIGNING CUSTOMER FOCUSED JOBS3. Defining Competencies and Critical Requirements for a Job4. Engaging Employees in More Productive Ways of Working5. Workforce Forecasting and PlanningPART III: ALIGNING STAFFING AND PERFORMANCE MANAGEMENT PROCESSES6. Recruiting a Diverse Workforce7. Aligning Selection Strategies8. Encouraging Employee Development in Reviewing PerformancePART IV: DEVELOPING AND ENGAGING EMPLOYEES9. Encouraging Individually-directed Career Development10. Encouraging Competency-based Training and Development11. Reducing Stress and Improving Workplace Health and Safety12. Negotiating a Collective Agreement Using Positional and Interest-based Processes13. Developing a Positive Labour Relations ClimatePART V: COMPENSATING AND REWARDING PEOPLE14. Designing Compensation Systems to Respond to Equity Requirements15. Constructing Retirement and Benefits Plans16. Paying for Performance and Recognizing Employees.