Has served as an essential, concise reader for public personnel and human resource management courses in the fields of public administration, political science, and public policy for more than 30 years. Original chapters are written expressly for the text by leading public administration scholars, each focusing on specific and sometimes controversial concerns for public personnel management, such as social equity, labor relations, public employee rights, and the operation of nonprofits. Presents new, original chapters to examine developments of interest to researchers and practitioners alike, including: new ways of working including remote work, the effects of the COVID-19 pandemic on public service workforces, work-life balance, patterns of discrimination and employees’ perceptions of fairness, affirmative action, generational differences in the workforce, and – as the field of public personnel management becomes more internationalized – a chapter addressing human resource management across Europe. Provides professors and students alike with an in-depth look at cutting-edge developments beyond standard textbook coverage, to cultivate a broad understanding of the key management and policy issues facing public and nonprofit human resource management (HRM) today.

This Element explores Critical Race Theory (CRT) and its potential application to the field of public administration. It proposes specific areas within the field where a CRT framework would help to uncover and rectify structural and institutional racism. This is paramount given the high priority that the field places on social equity, the third pillar of public administration. If there is a desire to achieve social equity and justice, systematic, structural racism needs to be addressed and confronted directly. The Black Lives Matter (BLM) movement is one example of the urgency and significance of applying theories from a variety of disciplines to the study of racism in public administration.

Public and private sector workforces in the U.S. look very different today than they did even 25 years ago. The changes are having a significant effect on how organizations manage their workforces. The old styles of managing heterogeneous workforces are proving to be ineffectual, and so management strategies aimed at embracing diversity and inclusion are essential. These strategies can have positive implications for worker satisfaction, morale and - ultimately - the delivery of public services to the American people. Managing Diversity in Public Sector Workforces, Second Edition examines demographic changes to the U.S. labor force and workplace and the ways in which government employers are managing the diverse populations that now fill public sector jobs. Addressing specific management strategies and initiatives relied on by public sector employers, as well as the implications of effectively managing variegated workforces for the overall governance of American society, this book demonstrates the importance of ensuring that programs to promote inclusiveness and diversity that appear on paper are carried through to practice through implementation. The book begins with a review of equal employment opportunity and affirmative action and the extent to which EEO and AA are still relied upon in the workplace. It then examines law and other public policy issues surrounding EEO, AA and diversity management. The remainder of the book focuses on the core of managing diversity in the public sector, exploring the initiatives, strategies, and programs that government employers either do or might rely on to ensure that the demographic mosaic embodied by their workforces is prepared to meet the needs and interests of the American citizenry of the 21st century. Data are provided on the demographics of the federal, state and local government workforces. Separate chapters address each of the following aspects of diversity: race, ethnicity, gender, LGBTQ employment, physical ability, and the intersection of these constructs. Managing Diversity in Public Sector Workforces, Second Edition will be of interest to students of public administration and public personnel management, and it is essential reading for all those involved in managing public organizations.

Public and private sector workforces in the U.S. look very different today than they did even 25 years ago. The changes are having a significant effect on how organizations manage their workforces. The old styles of managing heterogeneous workforces are proving to be ineffectual, and so management strategies aimed at embracing diversity and inclusion are essential. These strategies can have positive implications for worker satisfaction, morale and - ultimately - the delivery of public services to the American people. Managing Diversity in Public Sector Workforces, Second Edition examines demographic changes to the U.S. labor force and workplace and the ways in which government employers are managing the diverse populations that now fill public sector jobs. Addressing specific management strategies and initiatives relied on by public sector employers, as well as the implications of effectively managing variegated workforces for the overall governance of American society, this book demonstrates the importance of ensuring that programs to promote inclusiveness and diversity that appear on paper are carried through to practice through implementation. The book begins with a review of equal employment opportunity and affirmative action and the extent to which EEO and AA are still relied upon in the workplace. It then examines law and other public policy issues surrounding EEO, AA and diversity management. The remainder of the book focuses on the core of managing diversity in the public sector, exploring the initiatives, strategies, and programs that government employers either do or might rely on to ensure that the demographic mosaic embodied by their workforces is prepared to meet the needs and interests of the American citizenry of the 21st century. Data are provided on the demographics of the federal, state and local government workforces. Separate chapters address each of the following aspects of diversity: race, ethnicity, gender, LGBTQ employment, physical ability, and the intersection of these constructs. Managing Diversity in Public Sector Workforces, Second Edition will be of interest to students of public administration and public personnel management, and it is essential reading for all those involved in managing public organizations.

This reader presents a balanced collection of 16 administrative profiles of high-level government and nonprofit officials for course use. The profiles were originally published as part of a series for Public Administration Review. The profiles themselves cover a wide range of public service professionals at the local, state, and federal levels, and are written by a distinguished cast of authors. A concluding chapter by Riccucci pulls together and synthesizes the various themes of the profiles.

This reader presents a balanced collection of 16 administrative profiles of high-level government and nonprofit officials for course use. They were originally published as part of a series for Public Administration Review and provide rich, in-depth examples of the work performed by high-level public servants and the factors that contribute to their effectiveness. The book begins with an extensive introduction to the use and importance of administrative profiles. The profiles themselves cover a wide range of public service professionals at the local, state, and federal levels, and are written by a distinguished cast of authors. A concluding chapter by Norma Riccucci pulls together and synthesizes the various themes of the profiles.

The readings in this volume will enlighten and enliven the contents of any standard public administration text covering human resource management. Selected mainly from the pages of Public Administration Review and Review of Public Personnel Administration, these classic articles trace the historical and evolutionary development of the fields of public personnel administration and labor relations from the point at which the first civil service law was passed - the Pendelton Act in 1883 - through the 21st century. The collection covers everything from the seminal concerns of civil service (e.g., keeping spoils out) to topics that early reformers would never have envisioned (e.g., affirmative action and drug testing). These works continue to inform the theory and practice of public personnel and labor relations. To facilitate an instructor's ability to assign readings that illuminate lectures and course material, a correlation matrix on the M.E. Sharpe website shows how this book can be used easily alongside eight leading textbooks.

The readings in this volume will enlighten and enliven the contents of any standard public administration text covering human resource management. Selected mainly from the pages of Public Administration Review and Review of Public Personnel Administration, these classic articles trace the historical and evolutionary development of the fields of public personnel administration and labor relations from the point at which the first civil service law was passed - the Pendelton Act in 1883 - through the 21st century. The collection covers everything from the seminal concerns of civil service (e.g., keeping spoils out) to topics that early reformers would never have envisioned (e.g., affirmative action and drug testing). These works continue to inform the theory and practice of public personnel and labor relations. To facilitate an instructor's ability to assign readings that illuminate lectures and course material, a correlation matrix on the M.E. Sharpe website shows how this book can be used easily alongside eight leading textbooks.

The role of formal and informal institutional forces in changing three areas of U.S. public policy: privacy rights, civil rights and climate policy There is no finality to the public policy process. Although it's often assumed that once a law is enacted it is implemented faithfully, even policies believed to be stable can change or drift in unexpected directions. The Fourth Amendment, for example, guarantees Americans' privacy rights, but the 9/11 terrorist attacks set off one of the worst cases of government-sponsored espionage. Policy changes instituted by the National Security Agency led to widespread warrantless surveillance, a drift in public policy that led to lawsuits challenging the constitutionality of wiretapping the American people. Much of the research in recent decades ignores the impact of large-scale, slow-moving, secular forces in political, social, and economic environments on public policy. In Policy Drift, Norma Riccucci sheds light on how institutional forces collectively contributed to major change in three key areas of U.S. policy (privacy rights, civil rights, and climate policy) without any new policy explicitly being written. Formal levers of change-U.S. Supreme Court decisions; inaction by Congress; Presidential executive orders-stimulated by social, political or economic forces, organized permutations which ultimately shaped and defined contemporary public policy. Invariably, implementations of new policies are embedded within a political landscape. Political actors, motivated by social and economic factors, may explicitly employ strategies to shift the direction of existing public polices or derail them altogether. Some segments of the population will benefit from this process, while others will not; thus, "policy drifts" carry significant consequences for social and economic change. A comprehensive account of inadvertent changes to privacy rights, civil rights, and climate policy, Policy Drift demonstrates how unanticipated levers of change can modify the status quo in public policy.

With over 20 million people on its payroll, the government is the largest employer in the country. Managing people who do the nation's work is of critical importance to politicians, government leaders, and citizens alike. Personnel Management in Government: Politics and Process, eighth edition, examines the progress and innovations that public personnel professionals are making to address changes in the political, legal, and managerial environment of government. It provides students with a comprehensive understanding of human resource management within its historical and political context in the public sector. A number of new developments are addressed in the eighth edition, including discussion of: Human resource management in nonprofit organizations in an all-new, dedicated chapter Current and future challenges to recruitment and hiring, including the use of social media in recruitment Privatization and contracting out The rise of employment "at will" policies Digital technology or "digitalization" in HRM and the need to enhance cybersecurity Managing performance with human capital analytics Increased reliance on telework States' attacks on public sector labor unions HRM changes under the Trump administration Since publication of the first edition in 1977, Personnel Management in Government has addressed issues not yet considered mainstream, but that have proven central to the development of the field over time. This long-standing but no less innovative textbook is required reading for all students of public, government, and non-profit personnel management.

Has served as an essential, concise reader for public personnel and human resource management courses in the fields of public administration, political science, and public policy for more than 30 years. Original chapters are written expressly for the text by leading public administration scholars, each focusing on specific and sometimes controversial concerns for public personnel management, such as social equity, labor relations, public employee rights, and the operation of nonprofits. Presents new, original chapters to examine developments of interest to researchers and practitioners alike, including: new ways of working including remote work, the effects of the COVID-19 pandemic on public service workforces, work-life balance, patterns of discrimination and employees’ perceptions of fairness, affirmative action, generational differences in the workforce, and – as the field of public personnel management becomes more internationalized – a chapter addressing human resource management across Europe. Provides professors and students alike with an in-depth look at cutting-edge developments beyond standard textbook coverage, to cultivate a broad understanding of the key management and policy issues facing public and nonprofit human resource management (HRM) today.

Both "bureaucracy" and "bureaucrats" have taken on a pejorative hue over the years, but does the problem lie with those on the "street-level" - those organizations and people the public deals with directly - or is it in how they are managed? Norma Riccucci knows that management matters, and she addresses a critical gap in the understanding of public policy by uniquely focusing on the effects of public management on street-level bureaucrats. How Management Matters examines not only how but where public management matters in government organizations. Looking at the 1996 welfare reform law (the Personal Responsibility and Work Opportunity Reconciliation Act, or PRWORA), Riccucci examines the law's effectiveness in changing the work functions and behaviors of street-level welfare workers from the role of simply determining eligibility of clients to actually helping their clients find work. She investigates the significant role of these workers in the implementation of welfare reform, the role of public management in changing the system of welfare under the reform law, and management's impact on results - in this case ensuring the delivery of welfare benefits and services to eligible clients. Over a period of two years, Riccucci traveled specifically to eleven different cities and, from interviews and a large national survey, she gathered quantitative results from cities in such states as New York, Texas, Michigan, and Georgia, that were selected because of their range of policies, administrative structures, and political cultures. General welfare data for all fifty states is included in this rigorous analysis, demonstrating to all with an interest in any field of public administration or public policy that management does indeed matter.

The prevailing notion that the best government is achieved through principles of management and business practices is hardly new - it echoes the early twentieth-century "gospel of efficiency" challenged by Dwight Waldo in 1948 in his path-breaking book, "The Administrative State". Asking, "Efficiency for what?", Waldo warned that public administrative efficiency must be backed by a framework of consciously held democratic values. "Revisiting Waldo's Administrative State" brings together a group of distinguished authors who critically explore public administration's big ideas and issues and question whether contemporary efforts to "reinvent government", promote privatization, and develop new public management approaches constitute a coherent political theory capable of meeting the complex challenges of governing in a democracy. Taking Waldo's book as a starting point, the authors revisit and update his key concepts and consider their applicability for today. The book follows Waldo's conceptual structure, first probing the material and ideological background of modern public administration, problems of political philosophy, and finally particular challenges inherent in contemporary administrative reform. It concludes with a look ahead to "wicked" policy problems - such as terrorism, global warming, and ecological threats - whose scope is so global and complex that they will defy any existing administrative structures and values. Calling for a return to conscious consideration of democratic accountability, fairness, justice, and transparency in government, the book's conclusion assesses the future direction of public administrative thought. This book can stand alone as a commentary on reconciling democratic values and governance today or as a companion when reading Waldo's classic volume.

When life imitates opera, what is a young Italian American girl to do? At the age of eleven, I lost my mother, Tosca, to cancer, and within two years, my father committed suicide by shooting himself in the head. My warm, extended Italian immigrant family began to unravel as greed and selfishness motivated the adults around me. A Heart Near Death is a memoir about how I survived the tragic events of my early childhood, which included the death of two parents, separation from my brothers, the robbery of my inheritance, and being sexually abused by my uncle. Outside readers have called A Heart Near Death plucky and evocative. Lyrical and raw, funny and poignant, the book celebrates courage, dignity, humor and endurance. Like the operas that sustained me throughout my life, it is a story I hope will uplift and inspire many others.

Public Personnel Management has served as an essential, concise reader for public personnel and human resource management courses in the fields of public administration, political science, and public policy over the last 25 years. Since the first edition published in 1991, the book has offered professors and students alike an in-depth look at cutting-edge developments beyond standard textbook coverage, to provide a broad understanding of the key management and policy issues facing public and nonprofit HRM today. Original chapters are written expressly for the text by leading public administration scholars, each focusing on specific and often controversial concerns for public personnel management, such as pensions, gender and sexuality, healthcare, unions, and a multi-generational workforce. Now in an extensively revised sixth edition, Public Personnel Management presents new, original chapters to examine developments of interest to researchers and practitioners alike, including: remote working, cybersecurity, public service motivation, the abandonment of traditional civil service at the state and local levels, the Affordable Care Act and its implications for practice, pension systems and labor relations, affirmative action, social equity, legislation surrounding LGBT rights, and - as the field of public personnel management becomes more internationalized - a chapter addressing public personnel management across Europe. This careful and thoughtful overhaul will ensure that Public Personnel Management remains a field-defining book for the next 25 years.

The role of formal and informal institutional forces in changing three areas of U.S. public policy: privacy rights, civil rights and climate policy There is no finality to the public policy process. Although it's often assumed that once a law is enacted it is implemented faithfully, even policies believed to be stable can change or drift in unexpected directions. The Fourth Amendment, for example, guarantees Americans' privacy rights, but the 9/11 terrorist attacks set off one of the worst cases of government-sponsored espionage. Policy changes instituted by the National Security Agency led to widespread warrantless surveillance, a drift in public policy that led to lawsuits challenging the constitutionality of wiretapping the American people. Much of the research in recent decades ignores the impact of large-scale, slow-moving, secular forces in political, social, and economic environments on public policy. In Policy Drift, Norma Riccucci sheds light on how institutional forces collectively contributed to major change in three key areas of U.S. policy (privacy rights, civil rights, and climate policy) without any new policy explicitly being written. Formal levers of change-U.S. Supreme Court decisions; inaction by Congress; Presidential executive orders-stimulated by social, political or economic forces, organized permutations which ultimately shaped and defined contemporary public policy. Invariably, implementations of new policies are embedded within a political landscape. Political actors, motivated by social and economic factors, may explicitly employ strategies to shift the direction of existing public polices or derail them altogether. Some segments of the population will benefit from this process, while others will not; thus, "policy drifts" carry significant consequences for social and economic change. A comprehensive account of inadvertent changes to privacy rights, civil rights, and climate policy, Policy Drift demonstrates how unanticipated levers of change can modify the status quo in public policy.

Is public administration an art or a science? This question of whether the field is driven by values or facts will never be definitively answered due to a lack of consensus among scholars. The resulting divide has produced many heated debates; however, in this pioneering volume, Norma Riccucci embraces the diversity of research methods rather than suggesting that there is one best way to conduct research in public administration.

"Public Administration" examines the intellectual origins and identity of the discipline of public administration, its diverse research traditions, and how public administration research is conducted today. The book's intended purpose is to engage reasonable-minded public administration scholars and professionals in a dialogue on the importance of heterogeneity in epistemic traditions, and to deepen the field's understanding and acceptance of its epistemological scope. This important book will provide a necessary overview of the discipline for graduate students and scholars.

Leaders provides six in-depth studies of leaders who demonstrate a new style of leadership for the 21st century. W. Henry Lambright describes how Dr. Francis Collins is leading the Human Genome Project at the National Institutes of Health. Norma Riccucci presents a case study of how Dr. Helene Gayle led the nation's fight against HIV/AIDS and other sexually transmitted diseases. Beryl Radin analyzes the leadership style of Donna Shalala at the Department of Health and Human Services. Robert B. Denhardt and Janet Vinzant Denhardt present case studies of three local government leaders who are redefining the job of the local government executives. Paul A. Teske and Mark Schneider describe how principals are changing the New York City school system. Mark Huddleston presents his conversations with the federal government's leading senior civil servants. From these case studies, Mark A. Abramson and Kevin M. Bacon describe how 21st century leaders differ from their predecessors and what organizations can do today to develop future 21st century leaders.

This book explores an important side of public employment that most Americans never get the opportunity to see - high-level career executives who make positive contributions to our quality of life. Norma M. Riccucci profiles six "unsung heroes", the people behind the scenes of some of the most successful programs in American government, and identifies the tools, skills, and strategies that make them effective leaders. Through in-depth interviews and provocative story-telling, Riccucci demonstrates that while these executive-level bureaucrats - or "execucrats" - may have an overall negative public image, they create, develop, execute, and enforce a number of programs and public policies that change our country for the better. She highlights six of these modern execucrats who best exemplify the creativity, determination, and leadership found in such officials: William Black, Senior Deputy Chief Counsel, Office of Thrift Supervision, who attacked the rampant corruption and mismanagement that created the savings and loan crisis; Eileen Claussen, Director, Atmospheric and Indoor Air Programs, U.S. Environmental Protection Agency, who negotiated as intensely within her own government as with other countries to create an international plan to protect the earth's ozone layer; and, Ambassador Edward Perkins, U.S. State Department, the first African-American Ambassador to South Africa and the first American ambassador to meet with black South African leaders as part of his persistent efforts to end apartheid in that country. This title highlights: Stephen Marica, Assistant Inspector General, Small Business Administration, who investigated the Wedtech scandal, which bilked millions of dollars in fraudulent defense contracts from American taxpayers; Dr. Vince Hutchins, Director, Division of Maternal and Child Health, U.S. Department of Health and Human Services, who spearheaded the team that developed "Healthy Mothers, Healthy Babies Coalition", a public-private partnership that improved, and even saved, the lives of thousands of newborn babies; and, Dr. Helene Gayle, Division Chief, HIV-AIDS Division, U.S. Centers for Disease Control, who is actively battling the AIDS virus through education and prevention programs around the world. Riccucci not only relates the intriguing tales of these six dedicated officials who overcame the challenges before them, but she also analyzes the specific factors - from knowledge of the system to honesty, integrity, and humor - that are needed to become a dynamic government executive. Of interest to those both inside and outside government circles, "Unsung Heroes" gives captivating insights into effective executive leadership.