A Comparison of Personnel Courses in Public and Business Administration

Public administration scholars have gone to great lengths to assess both the extent of personnel reform efforts across the public sector and their impact on employee attitudes toward public sector employment. However, to the degree that these reforms represent the future of public sector human resources management (HRM), the field has yet to fully address how the education of future public servants and human resources professionals should be adjusted to reflect this transformation. This article seeks to address this issue by reevaluating those subject areas and competencies that have long been considered the core of public sector HRM education, proposing what new competencies should be introduced into the core in light of the contemporary reform environment and providing a preliminary assessment of the extent to which contemporary academic and practitioner-based educational programs reflect the current landscape of public sector HRM.

Section: Concluding Thoughts and Proposals For Changesupporting

confidence: 88%

Human Resources Management in a Changing World: Reassessing Public Human Resources Management Education

Llorens

Battaglio

2009

“…HRM must consider the training and development needs associated with hiring experienced or novice employees. Contemporary HRM is committed to developing individuals as a source of competitive advantage by attracting talent and assuring organizational and career success (Cayer, 1986; Frederickson & London, 1994; Rosenbloom, 1989). Fulfilling that commitment requires tailoring development to the needs of employees in part based on their experience levels.…”

Section: Why Successful Hiring and Retention Is Importantmentioning

confidence: 99%

Public Agency Hiring, Minimum Qualifications, and Experience

Dougherty

Gelder

2013

Public administrators engage all aspects of a community and need to be skillful in working with elected officials, citizens, business groups, and government employees who make things happen. Minimum qualifications, which act as a primary screening device for applicants and hiring agencies, are based in part on assumptions of the value of education and experience, but those assumptions deserve more consideration given their role in agency staffing. This paper sheds light on the value of hiring new employees with substantial public sector experience versus those with little or no work history. We use a two-stage qualitative study that asks managers what benefits and characteristics they expect when hiring experienced individuals. We subsequently test those assumptions by giving in-service and preservice public affairs graduate students a realistic problem to solve in an area where none have experience. Their responses highlight the validity of assumptions behind minimum qualifications and differences one might expect when hiring experienced individuals or novices.

How Well the General Course in Personnel Management Is Being Taught

Sisneros

Nelson

1996

SYLLABI CAN GREATLY AID AN INSTRUCTOR'S EFFICIENCY AND EFFECTIVENESS; INFORM STUDENTS IN WAYS WHICH ENHANCE THEIR LEARNING; MITIGATE CERTAIN POTENTIAL PROBLEMS IN STUDENT BEHAVIOR; HELP OTHER FACULTY MEMBERS, ADJUNCTS, AND POTENTIAL TEACHERS; AND NURTURE AND FACILITATE ACCOUNTABILITY TO STUDENTS IN THE CLASS, TO COLLEAGUES IN CURRICULAR POLICY DECISIONS AND IN PEER REVIEWED PERSONNEL CASES, AND TO THE PROFESSION.