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This is an historical exploration of the US pensioner movements of
the late 1920s through to the early 1950s, and the insights they
offer policy analysts and researchers on how the forthcoming
retirement of the Baby-Boom generation could proceed.
This is an historical exploration of the US pensioner movements of
the late 1920s through to the early 1950s, and the insights they
offer policy analysts and researchers on how the forthcoming
retirement of the Baby-Boom generation could proceed.
In many ways the public sector and the private sector share
concerns about how best to manage their employment functions:
recruitment, evaluation, incentives, discipline, retention,
compensation. There are also substantial differences between the
two sectors. Not surprisingly, a period such as the Great Recession
and its aftermath highlights those differences. Some state and
local governments that had engaged in precarious fiscal practices
were thrust into public attention as their tax revenues receded.
But that is not the whole story. The reasons public sector workers
and human resource practices are under scrutiny go beyond the
impact of a recession putting the spotlight on already-strained
budgets.
Public Jobs and Political Agendas spotlights the important
public/private differences that account for the special attention
visited upon the public sector starting with the Great Recession.
The first of these differences was the timing of the response to
the recession and its aftermath on revenues. The second difference
involves employee compensation and the contrasts between public and
private practices in that area. Intertwined with these two factors
is the role of politics: social welfare programs have been targeted
in recent years, with repercussions for even the most efficient
state and local government agencies and their employees.
Contributors: Keith A. Bender, University of Wisconsin
Milwaukee; Ilana Boivie, National Institute on Retirement Security;
Ellen Dannin, Pennsylvania State University; Gloria Davis-Cooper,
University of West Indies; Sabina Dewan, Center for American
Progress; John S. Heywood, University of Wisconsin Milwaukee; David
Lewin, UCLA Anderson School of Management; Daniel J.B. Mitchell,
UCLA Anderson School of Management and the UCLA Luskin School of
Public Affairs; Charlene M. L. Roach, The University of The West
Indies; William M. Rodgers III, Rutgers University; Mildred E.
Warner, Cornell University; Christian Weller, University of
Massachusetts Boston and Center for American Progress"
The "Human Resource Management Handbook" is divided into seven
sections, compiling the latest knowledge into the critical areas of
human resource management practices. Part one of the "Human
Resource Management Handbook" primarily focuses on employee
participation. It covers the financial and non financial aspects of
employee anticipation; including voluntary and involuntary aspects
of the decision making.
Part two of the "Human Resource Management Handbook" provides
further insight into the theory and research processes of human
resource management practices. In this volume, the handbook focuses
on employer flexibility; discussing the rise of contingent
employment, unions and collective bargaining as well as the
workplace dispute resolution; covering rights disputes and
employment relationships.
Part three of the "The Human Resource Management Handbook" expands
on the latest human resource management practices, giving insight
into the staffing and reward processes; selection processes and
training, as well as the external environmental issues affecting
the human resource management function.
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