Managing the Next Generation of Public Workers is a fresh and energetic look at the changing climate of diversity in the public and nonprofit workplace. The workforce of the twenty-first century represents unparalleled complexity: Baby Boomers, GenX, GenY, and Millennials. Although that diversity may be challenging and often overwhelming for public managers, Madinah Hamidullah emphasizes the potential strengths that can be drawn from complex multigenerational relationships. This handbook offers public and nonprofit managers the tools necessary to address generational differences and questions such as: • How do the newer generations in the workplace differ on such fundamentals as work ethic, family values, and retirement horizons? • Are they recruited differently and do they expect a different mix of benefits—perhaps a better work-life balance as a tradeoff for a lower salary? • How can diverse, generational perspectives in the workplace add value by questioning old, traditional assumptions? • Will approaches to organizational decision making necessarily change as new generations take over? The book is for public and nonprofit managers who recognize the challenges of managing a multigenerational workforce, and are therefore seeking helpful insights. This volume is a roadmap not only for human resource (HR) managers, but for all managers who must address the complexities of the human condition—complexities that are complicated by the most rapid succession of workforce generations that we have yet seen.

As an increasing number of individuals go to work in the nonprofit sector, nonprofit managers need support on how best to build their human resource management capacity. They need to know what systems to examine, what questions to ask, and how to ensure they are managing people in a legal manner and as effectively as possible given their particular resource constraints. Important questions include: Do we have a clear philosophy, one that aligns with our nonprofit mission and values and allows us to treat our employees as the professionals they are? How do we select, develop, and retain the best people who will produce high value, high performance work, and how do we do so with limited resources? How do we effectively manage our mix of volunteers and paid staff? What do we need to consider to ensure diverse people work together in a harmonious fashion? With all-new chapters written by the top scholars in the field of nonprofit HRM, these are but a few of the many questions that are addressed in this timely volume. These scholars delve into their particular areas of expertise, offering a comprehensive look at theories and trends; legal and ethical issues; how to build HRM from recruitment, management, labor relations, to training and appraisal; as well as topics in diversity, technology, and paid versus volunteer workforce management. This essential handbook offers all core topic coverage as well as countless insider insights, additional resource lists, and tool sets for practical application. With chapters grounded in existing research, but also connecting research to practice for those in the field, The Nonprofit Human Resource Management Handbook will be required reading for a generation of scholars, students, and practitioners of nonprofit human resource management.

Public works management requires a balance of two essential components: technical expertise and leadership skills—neither of which are adequately covered in a traditional classroom. In Public Works Management: Things They Never Taught in School, Jim Nichols goes beyond the blackboard as he shares his more than 17 years in local government executive management. Nichols unpacks the critical soft skills necessary for exceptional leadership, addressing key issues that managers face at all levels of experience. From workplace culture and employee performance to external communications and public perception, Nichols lays the groundwork to help managers navigate roadblocks and, ultimately, achieve their organizational (and even personal) goals.

PROJECT MANAGEMENT NEXT GENERATION Strategic guidance on enabling transformational change in the project management landscape In Project Management Next Generation: The Pillars for Organizational Excellence, a team of world-renowned project management leaders delivers an expert discussion on project management implementation in organizations of all kinds. The book explores 10 pillars of project management that will be critical for companies in the coming decade. It offers contributions from industry changemakers and thought leaders that provide the perfect balance between practical experience across a variety of programs, projects, and transformation initiatives. It’s a must-have title for practicing project managers who seek hands-on guidance and insightful case studies complete with discussion questions and instruction materials, including PowerPoint lecture slides and a full Instructors Manual on the companion website. In addition to the perspectives of several global commercial organizations on the project management industry’s future, readers will find: Thorough introductions to project management as a strategic competency and corporate project management cultures Comprehensive explorations of workforce upskilling and defining project success Practical discussions of flexible project management frameworks and flexible life cycle phases and project governance In-depth examinations of value-driven project management and metrics, as well as metrics for intangible assets, and strategic metrics Perfect for mid-level corporate, project, and team managers, as well as executives and business consultants, Project Management Next Generation: The Pillars for Organizational Excellence will also earn a place in the libraries of students in courses on advanced project management at the upper-level undergraduate and graduate levels.

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 for more than 30 years. Since the first edition published in 1991, the book has provided 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 HRM today. 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. Now in an extensively revised seventh edition, Public Personnel Management presents new, original chapters to examine developments of interest to researchers and practitioners alike, including: new ways of working (NWW), 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 – chapters addressing human resource management across Europe and a chapter on NWW practices in Switzerland. These, together with other chapters, ensure that Public Personnel Management will remain a field-defining book for the next 30 years.

Public Human Resource Management: Problems and Prospects by Richard C. Kearney and Jerrell D. Coggburn brings together exemplary contributors who provide concise essays on major contemporary public human resources management issues. Organized into four parts – setting, techniques, issues and prospects – and covering the major process, function and policy issues in the field, the text offers valuable wisdom to students and practitioners alike. The new edition boasts sixteen new and eleven updated chapters authored by the leading figures in the field as well as by up-and-coming new scholars.

This insightful Handbook presents readers with a comprehensive range of original research within the field of collaborative public management (CPM), a central area of study and practice in public administration. It explores the most important questions facing collaboration, providing insights into future research directions and new areas of study.