bluuebunny/crossref_metadata_2025 huggingface dataset:
Ask Me No Questions, Tell Me No Lies: Examining the Uses and Misuses of the Polygraph
Authors: White Richard D.
Published: July 2015

This paper examines the use and misuse of polygraph examinations. Due to increasing polygraph use by government agencies, the paper focuses particularly on the public sector. Should a government employee be subjected to a polygraph examination and, if so, under what conditions? How credible are polygraph exams? To better answer these and other relevant questions, the paper traces the polygraph's development, describes its technical features, discusses the pros and cons of its use, and examines its ethical implications—an aspect given little scholarly attention. Finally, the paper proposes a consistent and more restrictive polygraph policy for government agencies and proposed criteria for deciding when and where polygraphs are appropriate.
The New Age Employee: An Exploration of Changing Employee-Organization Relations
Authors: Mir Ali , Mir Raza , Mosca Joseph B.
Published: July 2015

This article examines the employee-organization relationship in the current industrial landscape. “New age employees” have substantially different expectations from organizations—stemming from their own articulateness about their career needs as well as mistrust of organizational loyalty in the aftermath of the recent waves of organizational downsizing. The changing employee-organization relationship is explored through the theoretical lens of organizational commitment; a series of propositions about the commitment levels of new age employees is advanced; and a framework to assist HR managers in their attempts to recruit, train and retain the new age employee is offered. The article concludes with an explanation of the implications of this framework on human resource management in the public sector.
Mental Health Benefits in New Jersey State and Local Government
Authors: Roberts Gary E.
Published: July 2015

Adequate mental health coverage is a key element of a comprehensive employee benefits package. The absence of adequate mental health coverage imposes significant costs on employees, their families, and our society as a whole and is a larger public health and safety issue. The focus of this study is to analyze mental health policies and coverage levels for New Jersey State government employees and a sample of New Jersey local governments. The results indicated an absence of parity between physical and mental health coverage for New Jersey state and local government employees. The most significant inequities include differential limits concerning the number of inpatient days and outpatient visits as well as patient contributions in terms of copay, coinsurance, and deductible provisions. A comprehensive mental health management model is proposed for adoption by state and local governments.
Incentives to Encourage Worker-Friendly Organizations
Authors: Schmidt Diane E. , Duenas Gilbert
Published: July 2015

To maintain organizational competitiveness, employee benefits programs must not only provide traditional benefits, but also provide unconventional benefits. Because the labor market has seen an increasing influx of employees with dependent care responsibilities and has become increasingly competitive for highly skilled workers, innovative employers have used dependent care and flexibility work options to attract employees. In this research and practice synthesis, we examine the variety of options available to employers for creating family and worker friendly organizations. In general, we found that many options are available to employers for addressing the dependent care and family pressures that most influence the productivity of their employees. By providing assistance in securing dependent care, creating flexible working conditions, and/or providing on-site care facilities, employers with or without government collaboration, can and have improved the productive capacity of their employees.
Ensuring the Organization's Future: A Leadership Development Case Study
Authors: Green Marnie E.
Published: July 2015

Many public sector agencies currently facing mass retirements from long-term, experienced workers are struggling to fill higher-level leadership roles. The County of San Diego has employed creative methods to address this “brain drain.” Through intensive leadership development, the county is developing its future leaders using a variety of cutting-edge training tools. According to Human Resource Director Carlos Arauz, “By involving the executive leadership team and by implementing a comprehensive Leadership Academy, among other key HR-related improvements, the county is working to become an employer of choice.” This article will outline the steps taken by the County of San Diego to implement the Leadership Academy and will offer tips for other agencies wishing to embark on their own leadership development efforts.
Assessing the Training Needs of High-Potential Managers
Authors: Patton W. David , Pratt Connie
Published: July 2015

Two important issues prompting the creation of comprehensive management development programs in state government are the promotion of technically competent employees to supervisory positions who have not been prepared to manage, and the impending loss of state managers to retirement and the need for succession planning. With these issues in mind, training needs assessment (TNA) is necessary to understand both the needs of the organization for competent managers and of the individuals who are to be prepared to manage in state government.

In this case study, we review the advantages and disadvantages of various TNA techniques and select focus groups to conduct the training needs assessment for a comprehensive management development program. Through several focus group sessions, the perspective of practicing managers was solicited for management training needs throughout the state. Alternatives were widely discussed and a synergy of ideas created through the group discussion format. State managers became more informed about the plan for management development and support for the concept was generated among important stakeholders. State managers clearly wanted training that would be immediately applicable to their job duties and wanted the training delivered in a way that is conducive to adult learning. We found that managers are most concerned with effectively performing their roles and responsibilities as managers, and that they must demonstrate leadership and human relations skills in the performance of their responsibilities.
Examining Training in Large Municipalities: Linking Individual and Organizational Training Needs
Authors: Jacobson Willow , Rubin Ellen V. , Selden Sally Coleman
Published: July 2015

A well-designed training system contributes to a public organization's performance by ensuring that employees have the knowledge and skills they need to meet the demands of their current and future jobs. Training may also help governments attract and retain workers in an increasingly competitive job market. Thus, it is important to understand the nature of training in public organizations. A comprehensive study of training in local government is almost nonexistent in literature.

The purpose of this article is twofold. First, using data from the Government Performance Project, it describes the training infrastructure in 33 of the largest cities by revenue. Second, it develops a framework — the Strategic Systems Training Model — that integrates the needs of individual employees and organizations, and can be used by governments to plan and analyze their training effectiveness.
An Analysis of Gender Equity in the Federal Labor Relations Career Field
Authors: Baker Bud , Wendt Ann , Slonaker William
Published: July 2015

Since the term was popularized in the 1980s, the “glass ceiling” has become a significant concept in the American workplace. The metaphor describes a reality in which women and minorities tend to be overrepresented at the lower levels of an organization, yet underrepresented at more senior levels. The research described in this paper shows the progress of women in the federal government's labor relations career field during the 1990s. Using government employment statistics from throughout the 1990s, the article shows that women in labor relations have made significant progress toward equity in both salary and level of management. At the same time, the data presented show that there remains substantial room for continued improvement.
Job and Work Evaluation: A Literature Review
Authors: Heneman Robert L.
Published: July 2015

Classification and job evaluation systems have come under attack in the public sector. A literature review was conducted to help public sector human resource professionals make informed decisions about whether or not to change or even abandon traditional classification and job evaluation systems for compensation purposes. It is concluded that traditional classification and job evaluation procedures continue to have relevance in public sector settings. However, current classification and job evaluation systems need to be broadened to adapt to the changing nature of work in public sector organizations. Recommendations to shift the focus from “job” to “work” evaluation are offered.
Procedural Due Process and Procedural Justice in the Workplace: A Comparison and Analysis
Authors: Posthuma Richard A.
Published: July 2015

This article compares and contrasts a legal concept known as procedural due process with a psychological concept known as procedural justice. The two concepts are defined and distinguished. Then the similarities between the two concepts are demonstrated by showing how they share similar dimensions and underlying rationale. It is suggested that dimensions of procedural due process may be useful to understand the dimensions of procedural justice. In addition, the procedural due process “balancing test” is adapted and applied to the concept of procedural justice in workplace settings. Applications to personnel management are illustrated.
An Empirical Examination of Inter-Ethnic Stereotypes: Comparing Asian American and African American Employees
Authors: Gilbert Jackie , Carr-Ruffino Norma , Ivancevich John M. , Lownes-Jackson Millicent
Published: July 2015

This paper examines stereotypes that individuals hold about Asian-American and African-American men and women. To explore the impact of stereotyping on jobs and promotions, our study is placed in the context of work situations and employment roles. Findings in a diverse student population of 127 undergraduate students at a West Coast university showed that of the four groups, African-American men were viewed most negatively. Specifically, they were seen as less competent and less polite than employees in any of the other three groups, and less serious about work than African-American women and Asian-American men. Results are discussed with regard to stereotype intervention and communications training necessary to coalesce efforts of diverse individuals.
Executive Selection in a Government Agency: An Analysis of the Department of the Navy's Senior Executive Service Selection Process
Authors: Jordan Mark H. , Schraeder Mike
Published: July 2015

Selection processes are critical to identifying and employing those individuals who will perform well on the job. Selection of senior management is equally as significant, requiring the selection process to be effective and robust. The Senior Executive Service (SES) selection process for the Department of the Navy (DON) is analyzed. Some practical insights and recommendations generated by this analysis are offered.
Applying the Theory of Constraints to a Public Safety Hiring Process
Authors: Taylor Lloyd J. , Moersch Brian J. , Franklin Geralyn McClure
Published: July 2015

This article outlines the application of the theory of constraints (TOC) to the hiring process of the Odessa, Texas Police Department (OPD). Initially, the TOC is discussed. Then, background information on the OPD and its hiring process is detailed. Next, the TOC is applied to the hiring process of the OPD. As such, bottlenecks in the process are identified. Changes are then proposed in the hiring process to maximize throughput, as it applies to the number of applicants who successfully complete the phases of the process. An analysis of actual times involved in the hiring process prior to and after the application of the TOC is included for comparison purposes. Ultimately, the article identifies policy constraints in the hiring process and offers solutions to these constraints.
Examining the Implementation of Affirmative Action in Law Enforcement
Authors: Allen Rhonda Y.W.
Published: July 2015

This study examined some of the factors involved in implementing Affirmative Action Programs (AAP) in three Arizona police departments: Phoenix, Mesa and Tempe. In light of recent efforts to end affirmative action in some states, the article suggests that AA is one of the few ways to keep public safety organizations focused on diversity and equity.
Practical Issues in the Use of Personality Tests in Police Selection
Authors: Barrett Gerald V. , Miguel Rosanna F. , Hurd Jennifer M. , Lueke Sarah B. , Tan James A.
Published: July 2015

Publication of meta-analyses concluding that conscientiousness predicts performance has increased the use of personality tests in police officer selection batteries. In this study, we argue that it is not always appropriate to blindly apply these meta-analytic findings in practice. Criteria for inclusion into meta-analyses for practical purposes are presented, as well as results of a meta-analysis based on these criteria. The results showed conscientiousness was neither an effective nor consistent predictor of law enforcement performance. Practitioners are cautioned against believing that there is good evidence that conscientiousness scales predict law enforcement job performance.
Newcomer Socialization: The Role of Job Standardization
Authors: Hsiung Tung Liang , Hsieh An Tien
Published: July 2015

In an extension of knowledge on organizational socialization from a job perspective, the purpose of this study was to examine the effects of job standardization on newcomer socialization. Questionnaires were completed by 205 newly hired nurses in 10 public hospitals, and hierarchical regression was utilized to analyze the data. The results indicated a positive correlation between a high degree of job standardization and task mastery, role clarity, acculturation and social integration. These findings suggest that a high degree of job standardization can facilitate quickly and efficiently the socialization process for new employees, it is recommended that organizations should establish a mechanism of “learning by doing” in bringing their newcomer up to speed.
Managers' Perceptions of Their Work Group and Their Own Performance and Well-Being following a Job Transfer
Authors: Armstrong-Stassen Marjorie
Published: July 2015

In this study, I compare the perceptions of managers who have been transferred, either with a promotion or laterally, and managers who remained in the same job. The participants were 329 management-level employees of two departments in the Canadian federal government. Managers who were laterally transferred had less positive perceptions of the performance and cohesiveness of the new work group they were supervising and reported worse overall health and more health symptoms than managers who had not been transferred. Laterally transferred managers also perceived receiving significantly less recognition and reported worse overall health than managers whose transfer involved a promotion. There were no significant differences between managers who had a promotional transfer and managers who were not transferred. The findings indicate that lateral transfers should be accompanied by support efforts designed to promote better adjustment to the transfer.
Recruitment and Selection of Public Workers: An International Compendium of Modern Trends and Practices
Authors: Lavigna Robert J. , Hays Steven W.
Published: July 2015

Governments around the globe are facing unprecedented staffing challenges. At the time when governments need to be most adept at luring talent to public service, their ability to do so has rarely been so constrained and complicated by economic, social and organizational pressures. This article provides an overview of the types of recruitment and selection initiatives already in place in many nations that can help the world's governments attract and retain talent. Relying heavily upon examples from the United States and Western Europe, but also integrating experiences from a variety of both developed and less developed countries (LDCs), we describe a series of recruitment and selection “best practices.”
Survey Findings of the Effectiveness of Employee Recognition in the Public Sector
Authors: Saunderson Roy
Published: July 2015

Most respondents to a recent survey know the importance of employee recognition but lack the leadership and organizational support to make it happen in their organizations. The survey was e-mailed to members of the International Public Management Association for Human Resources (IPMA-HR) in the United States and IPMA-Canada. Effective recognition occurs in organizations with a strong, supportive culture, according to survey respondents, and senior management participation in recognition giving is seen as significant, although it is not seen as a reality in many organizations.
Personnel Application Blanks: Persistence and Knowledge of Legally Inadvisable Application Blank Items
Authors: Wallace J. Craig , Vodanovich Stephen J.
Published: July 2015

This study examined the content of application blanks and the awareness of Human Resource (HR) professionals and job applicants regarding the legitimacy of various types of application blank questions. Customer service and Fortune 500 applications were inspected for legally inadvisable items in study 1. Results confirmed prior findings. Additionally, customer service applications contained more legally inadvisable items. Study 2 demonstrated that HR professionals' awareness is better than applicants. The present study has discovered that the presence of inadvisable application blank items is still quite common, even though HR professionals indicated that they were more knowledgeable on this topic than applicants. Implications for management are discussed.
Frame of Reference Training for Assessment Centers: Effects on Interrater Reliability When Rating Behaviors and Ability Traits
Authors: Jackson Duncan J. R. , Atkins Stephen G. , Fletcher Richard B. , Stillman Jennifer A.
Published: July 2015

Assessment centers have been widely criticized on the basis of measurement problems. The present study sought to present a methodological piece on the extent to which Frame of Reference (FOR) training would increase the interrater reliability associated with assessment center ratings provided by non-psychologist assessors. Five managerial assessors (with no psychological training) rated the behavior and the ability traits of a contrived participant on the basis of behaviors described in two alternative vignettes (detailing critical incidents of job performance). The ratings were obtained both before and following FOR training. It was found that agreement among assessors on their assessment of both behaviors and traits increased subsequent to the FOR training procedure. The implications of increasing the precision associated with assessment center ratings are discussed.
Situation of Migration and Potential Available to Reverse the Brain Drain — Case from Pakistan
Authors: Kaukab Shahana
Published: July 2015

Like a typical developing country, Pakistan has been facing the challenge of losing its human resources to the more prosperous and developed countries. A sizable number of the of country's highly qualified and experienced professionals immigrate to the so-called Western and Middle Eastern regions for a wide variety of reasons. At best, this phenomenon generates some financial resources in the form of remittances sent by these overseas Pakistanis. But at worst, it constantly impoverishes the various types of enterprises, services and sectors that develop and invest in these professionals in the form of subsidized training/education at different levels. Brain drain is also governed by a multitude of influences generated locally as well as globally. Comparative monetary benefits, quality of life, perceptions of better prospects for future generations, social freedom and liberal atmosphere are some parameters that are crucial in affecting the decision making at the individual level. Different stakeholders respond to brain drain in very different ways. The most peculiar is the official viewpoint, which favors the whole situation. The governments consider brain drain as an economically productive phenomenon. Remittances and direct transactions generated by the highly qualified human resources are taken as an achievement, instead of an impending predicament in the way of national development.
The Generativity Track: A Transitional Approach to Retirement
Authors: Calo Thomas J.
Published: July 2015

The current political debate on the future and funding of social security and the increasing number of private pension plans at risk of bankruptcy has focused renewed attention on the broader issue of retirement, and of the resulting shifts that will occur in cultural, social, economic, public policy, and organizational practices. The statistics and trends are compelling and persuasive. There is a demographic shift occurring, both in the United States and globally, that must be understood and confronted by public policy makers, organizational leaders, and by the professional human resource community. The impact of this shift has made an awareness and understanding of demographic issues a core competency for the human resource professional. In the absence of this knowledge and perspective of demographics, human resource leaders will be unable to confront strategically the impact of demographic changes both on employees and the organizations they serve.
An Analysis of Litigation Associated with the Use of the Application Form in the Selection Process
Authors: Kethley R. Bryan , Terpstra David E.
Published: July 2015

This study provides empirical data on the actual degree of litigation associated with the use of the application form in the employee selection process. More than 300 federal court cases involving the use of the application form were identified and analyzed. Data is presented that shows the relative frequency of litigation associated with different types of application form questions and inquiries. Data is also provided on the court case outcomes associated with the different types of application form inquiries. Additionally, data is presented that shows that certain job and industry types are at greater risk of litigation than others. The findings of this study can be used by organizations that are interested in reducing their risk of exposure to future litigation. Some general recommendations are offered for developing application forms that are both effective and legally sound.
Hypotheses concerning the Prevalence of Competencies among Government Executives, According to Three Organizational Variables
Authors: Bourgault Jacques , Charih Mohamed , Maltais Daniel , Rouillard Lucie
Published: July 2015

The purpose of this article is to test the validity of a list of 14 competencies for public managers and develop a series of hypotheses concerning their prevalence, in relation to three basic organizational variables: the executive's reporting level, the location of his or her position, and the type of activity performed by the administrative unit for which he or she is responsible. Twelve executives (selected on the basis of their management experience) were given information about each of the 14 competencies identified in a previous study through a grounded inductive research process. They were then asked to rate the importance of these competencies in relation to each of the 3 variables and explain the reasons for their scores. They were also asked to take part in a 3-hour group meeting a week later in order to discuss their ratings with the other respondents. Executives consider the list of competencies to be valid although not the competencies are equally important for executives to develop to the same level. Our hypothesis, that the prevalence of the competencies is affected by certain variables and situations, was confirmed: of the three variables considered, “type of unit” is the one that has the greatest effect, and “geographic location” the least. This suggests that the desired range of competencies will vary more according to the type of unit for which the manager is responsible than the geographic location of position, as we have defined it. The variable “reporting level” falls between these two schemes. This observation is not devoid of interest, given that some executive development strategies aim to equip managers with a wide spectrum of fairly well-honed skills, not just a broad grounding. For example, some governments have adopted strategies that encourage executive career paths leading, over the course of promotions and assignments, from headquarters towards regional offices, and from policy development towards line operations.
The Loss of Talent: Why Local and State Law Enforcement Officers Resign to Become FBI Agents and What Agencies Can Do about it
Authors: Bowman Mark D. , Carlson Peter M. , Colvin Robert E. , Green Gary S.
Published: July 2015

Police agencies often have a vexing problem with the recruitment and retention of qualified personnel. Human resource management is complex and one of the most difficult aspects of leadership and management in the law enforcement community. It seems that many excellent officers are hired, trained, and subsequently become effective members of the department only to have them resign in favor of other employment. It would be worthwhile for policing agencies to analyze the reasons good staff members resign and then consider local policy or operational changes that may enhance departmental retention. This article reports research that explored the motivation of state and local law enforcement officers to become FBI special agents. FBI special agent trainees, who were formerly state and local law enforcement officers from across the country, were surveyed while they were in training at the Federal Bureau of Investigation's Staff Training Academy. Conclusions are drawn from this evaluation and recommendations are made to improve the retention rate of peace officers at the local and state level of government.
Searching for Effective HRM Reform Strategy in the Public Sector: Critical Review of WPSR 2005 and Suggestions
Authors: Kim Pan Suk , Hong Kil Pyo
Published: July 2015

In a rapidly changing society, governments could use the HRM reform measures provided in the World Public Sector Report 2005 (WPSR 2005) as important guidelines for realizing continuous innovation and recovering trust in public administration. The 2005 report provides a nearly full set of methodologies as well as informative advice in promoting public sector reform, including HRM reform, for many countries, particularly for developing nations or transitional economies. Nonetheless, the 2005 report has limitations. Thus the purpose of this article is as follows: to identify major contents of, and lessons learned from, the measures for reforming ‘HRM in the public sector’ (hereafter PHRM) proposed by the 2005 report; to critically review the PHRM reform measures suggested in the report; and to propose future research agendas to provide developmental and structured PHRM reform measures that are required by governments in many countries around the world, particularly in developing countries and transitional economies.
The Response of Canadian Public and Private Sector Human Resource Professionals to the Challenge of the Aging Workforce
Authors: Armstrong-Stassen Marjorie , Templer Andrew J.
Published: July 2015

Upper-level HR managers in 493 public and private sector organizations provided information about the extent to which their organization is actively engaging in HR activities directed at recruiting and retaining older managerial and professional employees. Currently, 50 percent or more of the organizations are not engaging in 14 of the 20 HR practices although greater use of these practices is expected in the future. Public sector and larger organizations were more likely to be engaging in practices designed to meet the challenge of the aging workforce than private sector and smaller organizations.
Labor-Management Relations: Conditions for Collaboration
Authors: Rubin Barry , Rubin Richard
Published: July 2015

The failure to consider the collective bargaining relationship already established between labor and management constitutes a major deficiency in the research on collaboration, especially since labor unions are likely to play a significant role in organizational reform. The purpose of this research is to analyze the successful labor-management reform initiative in the city of Indianapolis using a model of collaboration developed by the authors.
The Supreme Court Rulings in Grutter v. Bollinger and Gratz v. Bollinger: The Brave New World of Affirmative Action in the 21st Century
Authors: Robinson Robert K. , Franklin Geralyn McClure , Epermanis Karen
Published: July 2015

On June 23, 2003, the Supreme Court of the United States, in a five to four decision, substantially altered the nature of state imposed affirmative action permissible under the Equal Protection Clause of the Fourteenth Amendment when it held that diversity could serve as a compelling government interest, thus justifying public sector preferential programs. Though this ruling pertained specifically to race-based preferential university admissions, it is likely to have wide ranging implications for all public sector affirmative action programs. One implication may include making it easier to justify state initiated affirmative action by diminishing the requirement to demonstrate the remedial motive behind such action. This article discusses the impact that the Grutter v. Bollinger and Gratz v. Bollinger decisions are likely to have on preferential admissions policies in public higher education.
Civil Service Reform, At-Will Employment, and George Santayana: Are We Condemned to Repeat the Past?
Authors: Williams Russell L. , Bowman James S.
Published: July 2015

The competing values found in private and public sector models of personnel management animate today's civil service reform debate. Unfortunately, the antagonists frequently produce as much heat as light as their positions become entrenched and genuine dialogue suffers. In such situations, insights from another time and place can provide a perspective on issues and events. A case in point is philosopher and poet George Santayana who observed in 1905 that, “Those who cannot remember the past are condemned to repeat it.” Drawing upon his work, this critique of civil service reform first briefly reviews the origins of the merit system and the objectives of contemporary changes. Then, a case study in the trendsetting “megastate” of Florida is analyzed. The conclusion speculates on the future of radical reform.
An Efficiency-Based Approach on Human Resource Management: A Case Study of Tainan County Fire Branches in Taiwan
Authors: Lan Chun-Hsiung , Chuang Liang-Lun , Chang Chi-Chung
Published: July 2015

This article submits a research design called two-stage design, consisting of the determinations of the performance efficiency for each fire branch in Tainan County at the first stage by using the Data Envelopment Analysis (DEA) and the selection of proper resource strategies—Omit Resource Approach (ORA) or Multi-Stage Resource Allocation Approach (MSRAA)—through the future estimated production trend in the second stage. The technical efficiency, the scale efficiency, the production efficiency and the return to scale are conducted in the first stage of the two-stage research design. In addition, resource strategies are provided in the second stage of the two-stage design. The ORA is adopted if the future estimated trend is decreasing or constant, and MSRAA is chosen if the future estimated trend is increasing. This study provides a constructive and quantitative approach of solving the dilemma of “how to reasonably eliminate or allocate resources” for the decision makers.
The Georgia Department of Corrections: An Exploratory Reflection on Correctional Officer Turnover and its Correlates
Authors: Udechukwu Ikwukananne , Harrington William , Manyak Terrell , Segal Sabrina , Graham Steve
Published: July 2015

An exploratory study was conducted to determine the reasons for correctional officer turnover at the Georgia Department of Corrections (GDC). The results indicated that job satisfaction and organizational commitment were factors predicting turnover trend for correctional officers at the agency. Components of job satisfaction such as recognition, compensation, salaries, advancement, creativity, responsibility, moral values and achievement were significantly predictive of turnover for correctional officers. Affective and normative commitment—components of organizational commitment—were also found to be significantly predictive of correctional officer turnover. In addition, this result was achieved only when turnover was conceptualized as intention to quit. This study finds intention to quit to be a better predictor of turnover than actual turnover data.
Capitalizing on the New Mature Workforce
Authors: Dychtwald Ken , Baxter David
Published: July 2015

We are heading toward a talent crisis of unparalleled proportions. In the latter decades of the 20th century, organizations enjoyed an abundance of young workers, fueled by the unprecedented baby boom that stretched from 1946 until 1964. In this century, the baby bust that followed the baby boom is creating a critical shortage of younger workers. At the same time, due to rising longevity and the aging of the baby boom generation, we are now experiencing an unprecedented growth in the numbers of mature workers. And yet, the vast majority of organizations persist in recruiting, training, engagement, and retention strategies that were created and designed for a youthful workforce. New demographic realities require a radical rethinking of our workforce strategies. In this century, the most successful organizations will be the ones that reorient their organizations and workforce strategies to fully capitalize on the powerful growth of the new mature workforce.
Job Characteristics of Officers and Agents: Results of a National Job Analysis
Authors: Shetterly David R. , Krishnamoorthy Anand
Published: July 2015

A national job analysis of officer and agent law enforcement positions in a large federal agency was conducted to identify the most critical job characteristics as a foundation for follow-on development of medical standards. The study employed factor analysis to identify 82 high-priority job requirements. A comparison of officer and agent job characteristics showed that any systematic difference in high-priority job requirements between the two groups was minimal. Using factor analysis in conjunction with a qualitative technique such as focus groups provides a systematic and supportable method for isolating the important job characteristics of law enforcement positions.
Blurring the Line between Public and Private Sectors: The Case of Police Officers' Off-Duty Employment
Authors: Brunet James R.
Published: July 2015

While much recent attention has been given to the outsourcing of government services, little is known about the opposite situation in which private organizations retain the services of public workers. Such is the case when off-duty municipal police officers work for private concerns. Police officers have specialized training and law enforcement authority, two commodities in high demand in the private labor market. This analysis seeks to answer three questions about this largely unexplored personnel practice: (1) How much off-duty work is being undertaken? (2) How do departments administer the practice? and (3) What issues and/or conflicts emerge from this blending of public and private spheres. Data were collected through interviews with representatives from the 18 largest police departments in North Carolina and through a review of off-duty policies. The article concludes with suggestions for maximizing the public benefits that accrue when police officers work for private entities.
Psychological Testing in Personnel Selection, Part II: The Refinement of Methods and Standards in Employee Selection
Authors: Scroggins Wesley A. , Thomas Steven L. , Morris Jerry A.
Published: July 2015

This paper is the second of a three part series that examines the development of selection testing. Part I focused on the historical development of personnel selection testing from the late 19th century to the present, with particular attention given to personality testing. Attention was given to the efforts of early industrial psychologists that shaped and defined the role of testing in the scientific selection of employees. Part II examines the development of methods and standards in employment testing with particular emphasis on selection validity and utility. Issues of selection fairness and discrimination in selection are explored as they relate to psychological testing. Part III explores the development and application of personality testing. The transient nature of models of personality is noted and current paradigms and the utility and fairness of personality testing for modern organizations are discussed.
Work-Family Experiences and the Insights of Municipal Government Employees: A Case Study
Authors: Secret Mary , Swanberg Jennifer
Published: July 2015

This qualitative case study brings the work-family concerns of the municipal work force to the fore by sharing the insights employees in one city government have about their paid work and family experiences and about strategies that could create work environments that are more supportive of their multiple roles. A review of the literature indicated that while much is known about employees' work-family relationships in the private sector, the city government workplace has been neglected in work-family scholarship. A work-family spillover model and an organizational analysis framework guided this exploratory study. Findings from 12 focus groups with a total of 96 participants suggest that municipal government employees face several challenges in managing their work and caregiving responsibilities and that they can best meet these challenges by having flexible schedules, supervisor support, and an organizational culture that is responsive to employees' needs. Additional work-family insights that emerged from the focus groups were that public sector employees have a high level of commitment to voluntary work in their community, that “family friendly” means a work environment that embodies the positive qualities of a nurturing family system, that there is a strong demand for elder care, that employees want to have the prerogative to individualize and identify their own list of family members for whom Family and Medical Leave Act time off can be used, and that a work-family advocate should be employed to help supervisory staff create and maintain a more family friendly workplace culture. Such findings form a foundation for future work-family research in local government settings and provide useful strategies other public sector workplaces could consider.
No Easy Path to HRM Performance Measurement Systems: Exploring the Introduction of the U.S. Human Capital Assessment and Accountability Framework and the Flemish Management Code
Authors: Vandenabeele Wouter , Hondeghem Annie
Published: July 2015

This article discusses comparative research on the introduction of a performance measurement system for HR management in two different governmental settings. One case concerns the Human Capital Assessment and Accountability Framework used in the federal level of government of the United States, and the other examines the introduction of a management code at the state level in Flanders, Belgium. To compare both cases, the policy cycle is used as an analytical tool. The research finds differences in agenda setting and organizational capacity and leadership that reflect distinct approaches to strategic human resources management.
The Luevano Consent Decree and Public Personnel Reform
Authors: Martinez J. Michael
Published: July 2015

The 1981 Luevano consent decree that resolved a legal challenge to the Professional and Administrative Careers Examination was one of the most influential public personnel developments of the 1980s and 1990s, widely influencing subsequent civil service reforms. The decree remains in effect as of this writing, although its effectiveness has been increasingly questioned in recent years. This article examines the terms of the decree and whether the stated goal of improving opportunities for blacks and Hispanics to secure positions in the federal civil service would be better accomplished through alternate measures.
Talent Management: Issues of Focus and Fit
Authors: Garrow Valerie , Hirsh Wendy
Published: July 2015

Talent management has dominated management literature for several years but organizations approach implementation in many different ways. This article suggests that the two key dimensions that require careful consideration are those of “focus” and “fit.” “Focus” relies on a clear strategy for how talent management will contribute to organizational objectives, what parts of the organization and which job roles will be priorities and where talent pools will be sourced. “Fit” ensures that talent management processes support the strategic objectives, resonate with but possibly also challenge the organizational culture, take into account the psychological contract between employer and employee and sit well with existing HR processes.
New Tricks for an Old Dog: Visualizing Job Analysis Results
Authors: Stetz Thomas A. , Button Scott B. , Porr W. Benjamin
Published: July 2015

For the past 30 years, job analysis researchers and practitioners have relied on the same job analysis methods for their work. While these methods have proven to be effective for describing jobs, they do not take advantage of advances in technology and data analysis. The present study applies visualization and network analysis techniques to job analysis data. The result is a simple graphical presentation that facilitates effective and efficient communication of results to individuals who are not job analysis experts, such as organization managers.
Perceived Reasonableness of Employment Testing Accommodations for Persons with Disabilities
Authors: Styers Bridget A. , Shultz Kenneth S.
Published: July 2015

Laws such as the Americans with Disabilities Act of 1990 (ADA), as well as subsequent legal sanctions, appear to have had limited success in substantially increasing the number of persons with disabilities within the employment context. Therefore, it is critical that a better understanding be developed of both the physical and attitudinal barriers persons with disabilities face with regard to gaining such employment. The present study was conducted to examine how the origin of an applicant's disability, the status of the job being applied for, and the level of test accommodation to be provided influenced perceptions of what was a reasonable pre-employment testing accommodation. Human resources testing professionals from both the public and private sectors rated how reasonable they perceived a variety of testing accommodations to be. The results reveal that origin of disability, job status, and level of accommodation all affected how reasonable a given testing accommodation was perceived to be and that there was significant interaction effects for all three factors. The results of this study also support Stone and Colella's model of the complex nature of workers' reactions to individuals with disabilities in organizations. The implications of the study, as well as needs for future research, are also discussed.
A Case for Performance Management for Political Appointees
Authors: Kim Pan Suk
Published: July 2015

The central principles of performance-based management are the same for career civil servants and political appointees. They are both public servants, but political executives have not taken performance-based management as seriously as they should. In recent years, many governments have established various forms of performance-based management systems for public servants, but the main target population for such reform or institutionalization has been typical career civil servants rather than political appointees. Therefore despite political appointees having a higher level of responsibility than typical career civil servants, their performance management system is seriously underdeveloped. The author suggests substantial improvements of the performance management system for political appointees are needed. Political responsiveness is not a black box. It can be and should be measured.
Human Resources Information Systems in Texas City Governments: Scope and Perception of its Effectiveness
Authors: Reddick Christopher G.
Published: July 2015

This study examines human resources information systems (HRIS) in city governments. This article presents the results of a survey of human resources directors (HRD) in Texas Cities in the United States. City governments were chosen to provide a case study of the scope of information and services provided by information technology (IT), especially Web-based self-service, in the human resources (HR) function. HRDs were also asked opinions on the effectiveness of HRIS for their city government. A key finding of this study is that the scope of HRIS is broad with almost 30% of employees contacting HR through email and the Web. However, Web-based self-services offered by HR are mostly providing information, with much less supplying online services. In terms of the perception of HRIS by HRDs, operational impacts such as reducing the labor force or lowering HR operating cost are less important. However, relational and transformational aspects such as increasing customer service, improving the quality of services, and retaining knowledge are important to HRDs. The most critical success factor of HRIS was improved data accuracy and the number one barrier was inadequate funding for HRIS.
Professionalism under the “Performance-Based Pay” Reform: A Critical Assessment and Alternative Development Model
Authors: Rusaw Carol
Published: July 2015

Reform in government rarely succeeds without considering both the technological and the human components of change. Often, reforms have focused more on introducing new ideas, but without extensive changes in how the changes will affect existing structures and interpersonal relationships. The use of performance-based pay to improve motivation, competencies, and outputs is one of the latest examples. This paper describes the background of performance-based pay reform from its scientific management origins and its blending with rational economics under the New Public Management movement and analyzes its use from a review of literature. Using a critical management framework, the paper shows how the performance-based pay has limited effectiveness in bringing about greater commitment to public service because it ignores use of broad-based, professional competencies that improve organizational outcomes and build individual efficacy.