This edition of Human Resource Management is organized to provide a thorough discussion of the subject matter with extensive references to relevant literature and useful teaching tools. Thus, students will consider the issues, purposes, and techniques of HRM and conceptualize how varied their roles are, or will be, whether a personnel specialist in a centralized system or a supervisor managing in one of the increasingly common decentralized systems. Each chapter includes a thorough review of the principles and practices of HRM (including the why and the how), selected readings, important themes, diverse examples, key terms, study questions, applied exercises, case studies, and examples of forms and processes would-be managers will encounter in their roles.

1. The Environment and Roles of Public Service HRM 2. Personnel Systems and the Evolution of Civil Service Systems 3. Rights, Restrictions and Laws 4. Management-Employee-Citizen Relations 5. Strategic HRM 6. Job Design, Analysis and Classification 7. Recruitment and Selection 8. Salary and Wages 9. Benefits 10. Performance Management 11. Human Resource Development 12. Discipline and Dismissal 13. Efficiency, Effectiveness and Risk Management 14. The Competent Manager

Elizabeth D. Fredericksen is a Professor and the MPA and Nonprofit Administration Director at Boise State University, USA.

Stephanie L. Witt is a Professor of Public Policy and Administration at Boise State University, USA.

W. David Patton, former faculty member at Boise State University and the University of Utah, USA, has directed applied research and technical assistance centers serving state and local governments at both universities.

Nicholas P. Lovrich was the Director of Washington State University's Division of Governmental Studies and Services, USA, for 32 years.