Public Personnel Management

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Public Personnel Management Functions (4)

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1. Planning
2. Acquisition
3. Development
4. Sanction

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Planning
(Public Personnel Management Function)
1/4

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Budget preparation and human resource; dividing tasks among employees; decides how much jobs are worth (pay & benefits)

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Acquisition
(Public Personnel Management Function)
2/4

Back 3

Recruitment and selection of employees

Front 4

Development
(Public Personnel Management Function)
3/4

Back 4

Orienting, training, motivating, and evaluating employees to increase their competencies

Front 5

Sanction
(Public Personnel Management Function)
4/4

Back 5

Establish and maintain expectations and obligations that employees and the employer have toward one another; discipline, grievances, health & safety, employee rights

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Traditional Personnel Systems (4)

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1. Political Patronage
2. Civil Service
3. Collective Bargaining
4. Affirmative Action

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Political Patronage
(Traditional Personnel Systems)
1/4

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Legislative or executive approval of individual hiring decisions, particularly for policy making positions, based upon the loyalty to the party or official

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Civil Service
(Traditional Personnel Systems)
2/4

Back 8

A professional public service as the best way to achieve the values of efficiency and individual rights and a bureacracy responsive to political directions

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Collective Bargaining
(Traditional Personnel Systems)
3/4

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Exists within civil service systems. Reflect the value of individual rights, achieved by basing personnel decisions like promotion on seniority.

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Affirmative Action
(Traditional Personnel Systems)
4/4

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Usually in civil service systems, in order to be effective, gov't must acknowledge an inbalance in the percentage of minorities in its workforce and those qualified in a relevant labor force.

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Stage 1
Evolution of Public Personnel Systems in Developing Countries

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Dominant Value: Responsiveness
Dominant System: Gov't by elites
Pressure for Change: Political Party + Patronage

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Stage 2
Evolution of Public Personnel Systems in Developing Countries

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Dominant Value: Responsiveness
Dominant System: Patronage
Pressure for Change: Modernization + Democratization

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Stage 3
Evolution of Public Personnel Systems in Developing Countries

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Dominant Value: Efficiency + Individual Rights
Dominant System: Civil Service + Patronage
Pressure for Change: Responsiveness + effective gov't

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Stage 4
Evolution of Public Personnel Systems in Developing Countries

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Dominant Value: Responsiveness + Efficiency + Limited Gov't
Dominant System: Patronage + Civil service + collective bargaining + privitization
Pressure for Change: Dynamic equilibrium among pro- and anti-gov't values and system

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Purpose of a budget

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Limiting the total resources available to an agency and preventing expediture for activies or items not allowed by law.

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Ceiling Budget

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Type of budget used for control purposes

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Line Item Budget

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Classifies expenditures by type. Is useful for controlling types of expenditures as well as their total amount

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Financial management

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process of developing and using systems to ensure that funds are spent for the purpose for which the are intended

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Audit

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Last step in the budget cycle is the process of ensuring that funds were actually spent for the intended purpose and in the prescribed manner

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Budget Process

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1. Preparation
2. Proposal
3. Approval
4. Management
5. Evaluation

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Techniques for Forecasting Human Resource Needs

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1. Incrementalism (or decrementalism)
2. Collective opinion
3. Modeling or simulation

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Incrementalism (or decrementalism)

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Projects straight-line changes in personnel needs based on various factors that influence the quality and quantity of service delivery

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Collective Opinion

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First gathers information from a variety of sources and then reaching a group consensus about the interpretation of the data

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Modeling or simulation

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Requires math and computers. Developes a model that duplicates reality with respect to crucial environmental, organizational, or interpersonal factors affecting a particular agency goal.

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Categorical forecasting

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Type of Macro-level forecasting. It estimates further needs for separate occupational groups.

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Cluster forecasting

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Type of Macro-level forecasting. Groups those occupations with common skill requirements and those that are required for other positions to function.

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Cutback Management

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Agencies hire fewer permanent employees, freeze wages, or downsize by eliminating current employees since a large part of a budget goes to salary and benefit

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Reduction-in-force

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Involves across-the-board cuts, hiring freezes, layoff or attrition.

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Attrition

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Reduction in force by not filling vacant positions

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Productivity

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Concerns two sets of assessments, efficiency and effectiveness

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Efficiency

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Measured as a ratio of outputs to inputs. Identifying a performance outcome and identifying the resources used to produce that outcome

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Effectiveness

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Concern over the quality of the output measured against some standard

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Responsiveness

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Is the goal we set out to accomplish worthwhile in light of the other goals we might have chosen?

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Job Analysis

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The process of recording information about each employee's job.

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Job Description

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A written statement of the employee's responsibilities, duties, and qualifications

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Qualification Standard

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Specifies the minimum competencies and qualifications an employee needs to perform the position's duties at a satisfactorily level.

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Job Classification

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similar positions can be organized into an occupational series, along with other jobs of similar duties.

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Grade Level

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Jobs in different occupations, but of comparable difficulty

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Improving Job Descriptions (5)

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1. Tasks
2. Conditions
3. Standards
4. Competencies
5. Qualification

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Tasks

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What are the duties to the job?

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Conditions

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What makes the job easy or hard?

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Standards

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What objective performance levels can be set and measured?

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Competencies

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What knowledge, skill, or ability is required

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Qualifications

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What education, experience are needed

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Results-oriented descriptions (RODs)

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Provide clearer organizational expectations to employees; encourage supervisors and employees to recognize standards and competencies can be contingent upon conditions.

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Job Evaluation

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Used to determine the worth of the job or position

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Point-factor method

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Most prominent Job Evaluation Method because of objectivity, stability and reliability.

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Rank-in-person Systems

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Used in military and paramilitary systems. Employees are classified by occupation and level of responsibility

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Market Models

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Gov'ts combine point factor evaluation with the market-based models that are more flexible, more performance-based, and more aligned with contemporary job market conditions. Based upon internal and external equities

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Internal Equity

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Own point-factor classification system

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External Equity

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Realities of the local job market

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Grade or Broad Banding

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Arrange jobs into occupational classes and a few pay bands. Managers can adjust salaries within ranges without gaining approval

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Merit Pay

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Given to reward superior performance on the assumption that the performance will be repeated

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Seniority Pay

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Given on the assumption that seniority increases an employee's skills and thus value to the agency

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Cost-of-Living Allowance (COLA)

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Given to employees to maintain external pay equity in the face of a competitive labor market.

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Civil Service Employee Pay

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Established by the chief executive, authorized by the legislature. Increases based upon the basis of market comparisons, factors.

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Collective Bargaining Process

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Pay, benefits, and conditions are set by negotiations between agency mgt. and employee union representatives

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Entitlement or mandated benefits

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Those to which employees are entitled by law (social security, worker's compensation)

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Discretionary benefits

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Not mandated by law, but may be provided to attract or retain employees. Pensions, health insurance, paid leave

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Social Security

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Federally administered defined benefit plan to supplement employer sponsored discretional retirement systems

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Workers' Compensation

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Employer financed program that provides a percentage of lost wages and some medical and rehab benefits to employees with on the job injuries and cannot work

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Unemployment Compensation

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Provides a portion of regular wages to employees who have been separated without misconduct and who have actively been looking for work

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Pensions

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Retirement benefits

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Vesting

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Employee is entitled to that portion of accrued retirement benefits contributed by the employer; discourages turnover

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Portability

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Benefits earned in one agency may be transferred to another

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Defined Benefit

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Employees and employers contribute a portion of salary, but the benefits are predictable based on the number of years' service and salary level

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Defined Contribution Plan

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individual employees are able to make choices about how their tax-deferred contributions are invested

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Disability Retirement

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allows employees who are unable to work because of illness or injury and not normally able to retire to retire with benefits

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ERISA
Employee Retirement Income Security Act of 1974

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Regulates private sector pension systems because there is no law for it

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COBRA
Comprehensive Budget Reconciliation Act.

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Employees are entitled to have the continued health coverage for a limited period of time following retirement or termination

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HIPAA
Health Insurance Portability and Accountability Act of 1996

Back 71

Department of Labor requires that employers and health insurers coordinate changes in benefit coverage resulting from personnel action and maintain confidentiality of employee records

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Sick Leave

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Provided so employees are not forced to work when they are sick. Unused days are computed for pension purposes.

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Vacation Leave

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Traditional benefit provided for holidays, personal days, and or discretionary days

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FMLA
Family Medical Leave Act of 1993

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Provides 12 wks/yr of unpaid leave to an employee to cope with family sickness, elder care, childbirth, or adoption.