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The past two decades have seen a process of almost continuous
reform in public management in developed countries and a
renegotiation of traditional relationships between state, economy
and society. These changes have been expressed through
privatization, civil service reductions and restructuring, the
introduction of market-type mechanisms to improve the delivery of
public services, the construction of new forms of partnership
between state and non-state organizations, and new types of
regulation and accountability. In turn, these public management
reforms have, in a variety of ways, been transferred to the state
systems of developing and transitional economies. The
Internationalization of Public Management constitutes one of the
first attempts to examine the conceptual and practical problems
which attend such policy transfers, and to make preliminary
judgements about the successes and failures of public management
reform in developing countries. The distinguished group of
contributors offers instructive insights into the complex reality
of the development state. Both academics and postgraduate students
within the areas of politics and governance, public sector
management and development studies will find this book essential
reading. Practitioners in these fields, especially within aid
agencies and research institutions, will also find the book
contains valuable lessons and conclusions.
This book presents Human Resource Management (HRM) as a tool for
improving the performance of organizations in developing and
transitional countries. It does this through the presentation of an
integrated model of human resource management, informed by the
practical realities of applying such a model in developing and
transitional countries. Using exercises and real-life examples, the
authors emphasize the need to practise (and to study) HRM in
context, taking account of the contrast between what theory says
should happen and what actually happens in practice. Having
introduced a strategic model of HRM, the book explores the key HRM
activities of human resource planning, job analysis, managing pay,
recruitment and selection, performance management, learning and
training, job reduction and employee relations. The authors stress
that every HRM model must be critically assessed in the particular
setting in which it is being used, and then adopted, adapted or
abandoned. This process of critical adaptation of international
models of 'good practice' is the essence of global HRM. This
textbook offers a clear and highly accessible introduction to the
theory and practice of HRM in developing and transitional
countries. It has been designed for students on a wide range of
human resource oriented courses, including development management
and administration. It will also be a valuable reference tool for
HRM practitioners in the private and public sector and in NGOs.
The past two decades have seen a process of almost continuous
reform in public management in developed countries and a
renegotiation of traditional relationships between state, economy
and society. These changes have been expressed through
privatization, civil service reductions and restructuring, the
introduction of market-type mechanisms to improve the delivery of
public services, the construction of new forms of partnership
between state and non-state organizations, and new types of
regulation and accountability. In turn, these public management
reforms have, in a variety of ways, been transferred to the state
systems of developing and transitional economies. The
Internationalization of Public Management constitutes one of the
first attempts to examine the conceptual and practical problems
which attend such policy transfers, and to make preliminary
judgements about the successes and failures of public management
reform in developing countries. The distinguished group of
contributors offers instructive insights into the complex reality
of the development state. Both academics and postgraduate students
within the areas of politics and governance, public sector
management and development studies will find this book essential
reading. Practitioners in these fields, especially within aid
agencies and research institutions, will also find the book
contains valuable lessons and conclusions.
This book presents Human Resource Management (HRM) as a tool for
improving the performance of organizations in developing and
transitional countries. It does this through the presentation of an
integrated model of human resource management, informed by the
practical realities of applying such a model in developing and
transitional countries. Using exercises and real-life examples, the
authors emphasize the need to practise (and to study) HRM in
context, taking account of the contrast between what theory says
should happen and what actually happens in practice. Having
introduced a strategic model of HRM, the book explores the key HRM
activities of human resource planning, job analysis, managing pay,
recruitment and selection, performance management, learning and
training, job reduction and employee relations. The authors stress
that every HRM model must be critically assessed in the particular
setting in which it is being used, and then adopted, adapted or
abandoned. This process of critical adaptation of international
models of 'good practice' is the essence of global HRM. This
textbook offers a clear and highly accessible introduction to the
theory and practice of HRM in developing and transitional
countries. It has been designed for students on a wide range of
human resource oriented courses, including development management
and administration. It will also be a valuable reference tool for
HRM practitioners in the private and public sector and in NGOs.
This fully revised edition of the same authors' Governance,
Administration and Development is the ideal introduction to public
management and the policy process in developing countries. With a
new chapter on issues of law and order, it also covers current
debates on civil society, aid and intervention, and the
relationship of states and markets.
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