Strategic Human Resource Management in the Public Arena

A Managerial Perspective

by J. Barton Cunningham

Table of Contents


PART I: Putting Strategy into Human Resource Management in the Public Sector

1. Human Resource Management’s Strategic Pressures
2. Using a SHRM-Balanced Scorecard as a Strategic Framework

PART II: Adding value in designing jobs and developing competencies to link to customer or client needs

3. Defining Competencies and Critical Requirements for a Job
4. Engaging Employees in More Productive Ways of Working
5. Workforce Forecasting and Planning

PART III: Adding value by improving internal efficiencies in linking staffing and performance management to customer/client needs

6. Recruiting a Diverse Workforce
7. Aligning Selection Strategies
8. Encouraging Employee Development in Reviewing Performance

PART IV: Adding value by Managing Developing and Engaging employees

9. Encouraging Individually-directed Career Development
10. Encouraging Competency-based Training and Development
11. Reducing Stress and Improving Workplace Health and Safety
12. Negotiating a Collective Agreement Using Positional and Interest-based Processes
13. Developing a Positive Labour Relations Climate

PART V: Adding value in the way we compensate and reward people

14. Designing Compensation Systems to Respond to Equity Requirements
15. Constructing Retirement and Benefits Plans
16. Paying for Performance and Recognizing Employees