It is our nature as human beings to want to avoid that which is uncomfortable. It is of course easier to go with the norm, however, to resist the norm means that support must be available from those whom we are accountable to. The initial investment in new technology comes with a caveat -- it will take time for employees to learn how to use the new technology, and productivity can fall as that process takes place.
As an instructor, he has spent as much time teaching and facilitating programs for executives and managers in public agencies as he has teaching graduate students. Bill Binder hopes to bring awareness to readers about where we have been, what happens if we follow trends and the intrinsic costs to the organization and business life cycle.
His training programs have been for individuals in all levels of government in the United States and executives and elected officials from foreign countries. Do we truly have an understanding of why we keep on trying to re-invent the wheel?
If the processes we instill, or are told to implement, become the mainstay of what our function is, be it in HR or in Management, what is really happening to the bottom line? They can help develop training and coaching initiatives Paradoxes in human resources assist in employees meet their job expectations.
Her favorite audiences to write for are small-business owners and job searchers. We have indeed become process oriented in an area in which processes may not be the solution. Human Resources has been stripped of functions for various reasons and farmed out to companies that will perform functions such as Benefits, Payroll, Recruiting, and Employee Relations.
Planning for Usability and Process Mapping Enlist the assistance of human resources in assessing employee training needs. If there is enough of an awareness that there is a link between employee satisfaction and customer satisfaction, hence a better bottom line, we sure spend an awful lot of time straying from that fact.
Critical thinking means taking a look at both sides of the equation. West is professor and chair of political science and director of the graduate public administration program at the University of Miami.
Much of what we have been talking about in Management and Human Resources over the past 20 years or so is how to streamline work, re-engineer and improve the bottom line.
We have committed and been sold on many types of processes and certifications which have brought short-term successes in many areas. I am concerned about what has happened long-term and how it relates to some of the realities we are experiencing today. The last thing that we need is more negative energy invading the workplace; what I do want to get across though is that there are many factors that cannot be addressed by a system, or solved by hiding behind one.
Theory and Practice M. His research interests include ethics, public administration, and human resource management.
With realistic expectations for long-term productivity gains, you can also plan how to tweak operations in the meantime. He was previously the Huey McElveen Distinguished Professor at Louisiana State University, and has assisted local jurisdictions on matters of team building, strategic planning, and citizen participation.
For 15 years he has been managing editor of Public Integrity journal. I have seen and heard all too often the want to escape the issues of problems and not deal with them. If a few lessons are to be learned regarding the events which have brought us to a point of employee dissatisfaction, short-term verses long-term gains, and the expectancy of the public for a reduced standard of customer service; I believe that we need to look at communication and conflict.
I will not go into the external costs which avoidance of problems conflict can cause, however I will say that intrinsically, Paradoxes in human resources value is far more acute; why is it that we are not learning from our experiences instead of our outcomes?
A past National Association of Schools of Public Affairs and Administration Fellow, as well as a Kellogg Foundation Fellow, he has experience in the military, civil service, and business.
From year to year, this could mean changing how they stay productive while performing the same tasks. Again, we leap to the conclusion that we, or those who work for us, are somehow innately bad.
Competencies in Public Service 2nd ed. Technology is not driving it, it may be that we have allowed technology to control rather than be controlled, however at some point in time, we do need to come to terms with our multi-faceted employees as well as ourselves.
Guidelines are important for the organization to survive. References 2 Association for Information Science and Technology: It is not an easy task, and it is one where true leadership skills must be developed, however, if we are no longer able to use or influence our peers or subordinates, then we have a problem.
Setting the Stage The productivity paradox occurs when a business owner invests more in automation designed to increase employee productivity, such as computer software programs, but actually sees a decline in productivity as a result. I forgot to mention one other very important aspect in the arena of streamlining and systemizing; that would be outsourcing.
It means that we have to deal not only with our daily problems but also our inner conflicts.One of the major hazards I felt as a human resources generalist and later as a vice president of HR was the feeling of being trapped between conflicting sets of interests, capabilities, perspectives, and power.
The role itself demanded that I sometimes act as the corporate police officer, making. Find helpful customer reviews and review ratings for Human Resource Management in Public Service: Paradoxes, Processes, and Problems at killarney10mile.com Read honest and unbiased product reviews from our users/5(17).
Human Resource Management in Public Service: Paradoxes, Processes, and Problems Fourth Edition offers provocative and thorough coverage of the complex issues of management in the public sector, from both employee and managerial viewpoints.
It discusses the issues, explains how they arise, and suggests what can be done about. In a small business, the human resources staff works closely with management to determine how to help employees become more productive.
Management could believe that getting a bigger bang for each. Paradoxes from the Individualization of Human Resource Management: The Case of Telework Laurent Taskin Vale´rie Devos ABSTRACT. In the context of change to the ‘‘new.
Human Resource Management in Public Service: Paradoxes, Processes, and Problems offers managers and aspiring managers a thorough, provocative, and award-winning coverage of the complex issues of management in the public sector, from both employee and managerial viewpoints.
Combining more than years of professional and .Download