Local Government Human Resource Management Past, Present, and Future: Revisiting Hays and Kearney's Anticipated Changes a Decade Later

French, P. Edward; Goodman, Doug

doi:10.1111/j.1747-1346.2011.00312.x

Cited by 1 publication

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References 49 publications

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“…Several reasons have been given for not developing formal plans including budget restrictions, low or nonprioritization by city managers and/or city councils, the time commitment needed for a workforce plan, focus on short-term activities, crisis management mentality, and current recruitment mechanisms expected to accomplish workforce planning issues (Johnson & Brown, 2004). Local government HR directors expect workforce planning and succession planning to increase in importance by the end of the decade (French & Goodman, 2011.…”

Section: Workforce Planningmentioning

confidence: 99%

Determinants of Local Government Workforce Planning

Goodman

French

Battaglio

2013

The American Review of Public Administration

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This article evaluates the utilization of workforce planning by municipalities across the United States with data derived from a survey of local government human resource professionals. The research demonstrates that certain aspects of workforce planning such as assessments of employee retirement, long-term recruitment and retention, and training and development have been integrated into the human resource functions of several municipalities. The authors also find that local governments that recognize the importance of training and development, information management, managing diversity, unions, and council-manager forms of government are more progressive in their implementation of workforce planning initiatives. However, many local governments still fail to recognize the opportunities that comprehensive workforce planning presents in developing and achieving the strategic goals of their organizations and managing human capital, especially given the political and economic climates. Keywords public human resource management, workforce planning, local governmentPublic sector human resource management (HRM) has encountered numerous opportunities and challenges in managing employees in contemporary organizations. Changes in public sector employment-civil service reform, labor relations, information technology, social media, privatization, and outsourcing-have transformed traditional public human resource management practices and procedures. Also, shifts in workforce demographics, competition from the private sector, and the overall perception of individuals regarding public service employment have compelled both scholars and practitioners to focus on both the supervisory and strategic roles that HRM plays in the overall success of the public organization. While thinking strategically about human resources is not new to management and economics scholars (Becker, 1975), its incorporation into public human resources management practices has increased dramatically since the late 1990s. As human resource activities are integrated fully into the public organization's longterm strategy, the importance of workforce and succession planning are evident. The information

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Section: Workforce Planningmentioning

confidence: 99%