The World of Public Personnel Management

1. The World of Public Personnel Management From: Klinger, Donald E. & Nalbandian, John (2003): Public Personnel Management

2. Introduction • Public personnel management has been studied extensively, from at least four perspectives. • First, it is the functions needed to manage human resources in public agencies. • Second, it is the process by which public jobs are allocated.

3. Third, it is the interaction among fundamental societal values that often conflict over who gets public jobs and how they are allocated. • Finally, public personnel management is personnel systems --- the laws, rules, organizations, and procedures used to express these abstract values in fulfilling personnel functions.

4. In the United States, public personnel management is widely recognized as a critical element of democratic society and effective public administration. • The development of public personnel management in the United States is complex because there are multiple levels of governments plus thousands of governments, each with its own personnel system.

5. Today, public personnel management in the United States may be described as a dynamic equilibrium among competing values, each championed by a particular personnel system, for allocating scare public jobs in a complex and changing environment. • As one might expect, this conflict exhibits a commingling of technical decisions (how to do a personnel function) with a political ones (what value to favor what system to use).

6. Public personnel management consists of four fundamental functions needed to manage human resources in public organizations. • These functions, designated by the acronym PADS, are planning, acquisition, development, and sanction.

7. Public Jobs as scarce resources • Basic decisions about public personnel management are important because jobs are the most visible way we measure economic and social status for individuals and groups. • Public jobs are scare resources because tax revenues limit them, and their allocation is of enormous significance for the course of public policy making generally.

8. Because public jobs are scare and important, there is competition for them among individuals and more broadly among advocates of competing public personnel values and systems.

9. Public personnel management functions 1

10. Public personnel management functions 2

11. The four traditional values • Responsiveness • Efficiency • Individual right • Social equity

12. Public personnel management may be seen as the continuous interaction among fundamental values that often conflict.

13. Political responsiveness • Political responsiveness is brief that government answers to the will of the people expressed through elected officials. • Applicants’ political and personal loyalty is best ensured through an appointment process that considers political loyalty, along with education and experience, as indicators of merit.

14. Political responsiveness • Often, in order to promote responsive government, elected officials are authorized to fill a certain number of exempt positions through political appointment • Responsiveness / Responsibility

15. Organizational efficiency and effectiveness • Organizational efficiency and effectiveness reflect the desire to maximize the ratio of inputs to outputs in any management process. • This means that decisions about who to hire, reassign, or promote should be based on applicants’ and employees’ competencies, rather than political loyalty.

16. employees’ competencies:1. Knowledge2. Skill3. Abilities • KSAs

17. Individual right • Individual right emphasizes that individual citizens will be protected from unfair actions of government officials. • Public employees’ rights to job security and due process are maintained through merit system rules and regulations that protect them from inappropriate partisan political pressure (such as requiring them to campaign for elected officials, or contribute a portion of their salary toward election campaigns, or run the risk of losing their jobs if they refuse.)

18. Individual right • In a parallel fashion, public employees who are union members will have recourse to work rules, contained in collective bargaining agreements that protect them from arbitrary management decisions.

19. Social equity • Social equity emphasizes fairness to groups like women, racial minorities, the disabled, and veterans, that would otherwise be disadvantaged by a market economy that accepts the legitimacy of discrimination hiring and in pay.

20. Social equity • Like individual rights, social equity is concerned with fairness. But unlike individual rights (which are based on personal attributes like education, experience, or seniority ), social equity is concerned with employment preferences based on membership in a protected class or group.

21. Anti-Government Values • Individual Accountability • Limited and Decentralized Government • Community Responsibility

22. The underlying contemporary political, social, and economic forces shaped three emerging anti-government values:1. Individual Accountability2. Limited and Decentralized Government3. Community Responsibility for social services

23. Individual Accountability • Proponents of individual accountability expect that people will make individual choices consistent with their own goal, and accept responsibility for the consequences of their choices, rather than passing responsibility for their actions onto the rest of the society.

24. Limited and Decentralized Government • Proponents of limited and decentralized government believe, fundamentally, that government is to be feared for its power to arbitrarily or capriciously deprive individuals of their rights.

25. Community Responsibility for social services • They believe that governmental agencies’ effort need to be supplemented by not-for profit, non-governmental organization responsible for social services.

26. Personnel System • Political Patronage: based on the applicant’s political or personal loyalty to the appointing official • Civil Service System: keep “ politics out of public personnel decision” and to manage public agencies rationally and efficiently.

27. Collective Bargaining: Contracts negotiated between an agency’s managers and leaders of the union representing its employees. • Affirmative Action

28. Contemporary System • Alternative Mechanisms • Flexible employment relationships

29. 摘要 • This Chapter discusses the continued conflict and interaction among fundamental values, including the impact of performance contracting and privatization as alternatives to traditional civil service. • And it discusses the evolution of public personnel systems under diverse conditions in developing countries, including the link between government capacity and democratization.