Test bank for public administration an action orientation 7th edition robert b denhardt janet v denh

Test Bank for Public Administration: An Action Orientation, 7th Edition, Robert B. Denhardt,

Test Bank for Public Administration: An Action Orientation, 7th Edition, Robert B. Denhardt, Janet V. Denhardt, Tara A. Blanc, ISBN-10: 113393921X, ISBN-13: 9781133939214 To download the complete and accurate content document, go to: https://testbankbell.com/download/test-bank-for-public-administration-an-action-orient ation-7th-edition-robert-b-denhardt-janet-v-denhardt-tara-a-blanc-isbn-10-113393921 x-isbn-13-9781133939214/

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CHAPTER 6

The Management of Human Resources 



LEARNING OBJECTIVES 1.

Understanding the value of a merit system in government employment

2.

Learning about the activities of the human resources function

3.

Understanding the importance of collective bargaining and labor-management relations

4.

Learning about issues that affect human resources, such as diversity and discrimination

5.

Understanding the relationship between the political and career administrators

SUMMARY OVERVIEW The concept of a merit-based civil service personnel system serves as a principal organizing feature of this chapter. The authors address the importance of managing the people who work in government organizations and examine the reasons behind the rules, regulations, and “red tape” that often appear as roadblocks to effective personnel management. The chapter covers the rise of the spoils system in the United States and the move to reform the civil service based on merit rather than political favoritism, including the creation of the Pendleton Act, the Civil Service Reform Act, and more recent efforts at “reinvention.” The discussion also addresses the ways in which these reforms have been adopted at the state and local levels.

Chapter 6 also examines the main components of the personnel function, including classification systems, recruiting, and pay systems. Conditions of employment also are addressed in this section, as those who hire and manage government employees must be concerned with issues of drug use, sexual harassment in the workplace, the rights of individuals with HIV/AIDS, violence in the workplace, and processes for removing employees.

A key component of this chapter is a detailed discussion about the changes in the relationship between labor and management in the public sector and the rise and decline of public-sector unions. The authors trace the history of public-sector unions, outlining the conditions that led to their development and affecting their growth. Labor-management relations at the federal level also are contrasted with those at the state and local levels. This section offers a detailed description of the steps in the bargaining process and discusses the implications of the decision on the part of employees to strike. This section closes with a look at recent efforts to limit collective bargaining rights for public employees at the federal, state and local levels.

The chapter then moves to an examination of fundamental issues of discrimination in public employment, which includes a review of the development and purpose of equal employment opportunity and affirmative action programs and the Americans with Disabilities Act. The authors detail the varying approaches to enforcing compliance among employers as defined by federal guidelines and key court decisions and discuss recent developments in attempts to correct past patterns of discrimination against women and minorities through affirmative action. This section also includes an examination of the problems of extending diversity throughout public

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Chapter 6: The Management of Human Resources

organizations and the gaps that still are being experienced by women and minorities in terms of pay, job status, and overall employment opportunity.

The final section of the chapter deals with the difficult relations between political appointees and career executives. The authors argue that the tension between political responsiveness and managerial effectiveness that characterizes public administration is illustrated particularly well in the relationship between political appointees and career public executives. As appointees become “bosses” of career civil servants, tensions may arise because the political appointee wishes to move in new policy directions but often has little experience in government operations while the career executive has both knowledge and expertise but, aware of potential problems, may appear reluctant to change. The attempt to reconcile the two positions, the authors note, brings the focus back to the question of politics and administration.



CHAPTER OUTLINE I.

II.

III.

IV.

MERIT SYSTEMS IN PUBLIC EMPLOYMENT A.

Spoils versus Merit



Public Administration in History: THE SPOILS SYSTEM



Exploring Concepts: PRINCIPLES OF CIVIL SERVICE

B.

The Civil Service Reform Act and Its Aftermath

C.

Reinvention and the National Performance Review

D.

State and Local Personnel Systems

HIRING, FIRING, AND THINGS IN BETWEEN A.

Classification Systems

B.

The Recruitment Process

C.

Pay Systems

D.

Conditions of Employment and Related Matters

E.

Sexual Harassment

F.

AIDS Policy

G.

Workplace Violence

H.

Removing Employees

I.

Personnel Reform Efforts



Public Administration Reform: URGENT BUSINESS FOR AMERICA

THE CHANGING CHARACTER OF LABOR-MANAGEMENT RELATIONS A.

Steps in the Bargaining Process

B.

To Strike or Not to Strike

C.

Unions Redefined

CORRECTING PATTERNS OF DISCRIMINATION IN PUBLIC EMPLOYMENT A.

Americans with Disabilities Act Copyright © Cengage Learning. All rights reserved.

Chapter 6: The Management of Human Resources

V.







B.

Questions of Compliance

C.

Affirmative Action and Reverse Discrimination



Take Action: ADVANTAGES OF DIVERSITY

D.

The Glass Ceiling

E.

Relations between Political Appointees and Career Executives

73

SUMMARY AND ACTION IMPLICATIONS

CRITICAL THINKING QUESTIONS 1.

The Civil Service Reform Act provided for a number of changes in personnel procedures.

Explain the importance of this legislation and discuss the impact of the major provisions on the civil service system in the United States.

2.

In order to recruit public-sector personnel on the basis of what one knows and can do rather than on whom one knows, a public-sector recruiter or manager be attentive to certain factors. What are they? Why is this important?

3.

Recent efforts to reinvent government and reform personnel process in the public sector have redefined the relationship between labor and management. How has this affected the unionization of public employees? Give examples to support your discussion.

LECTURE LAUNCHERS 1.

Discuss the problems associated with the spoils system in the United States using notable examples such as the election of Andrew Jackson, the rise of Tammany Hall, and the administration of Chicago Mayor Richard J. Daley (related information is widely available on the Internet). In these examples, what advantages did the spoils system provide? What problems did it create? Why was the move to reform the civic service system necessary?

2.

Recent actions in Wisconsin, Ohio, and New Jersey represent increasing efforts to limit collective bargaining rights. Discuss these recent events, including the factors that gave rise to them, and explore the implications for public employees.

3.

What is the difference between “equal employment opportunity” and “affirmative action?” Define each, discuss the purpose of each, and explore what factors gave rise to these programs.

IN-CLASS ACTIVITIES 1.

Using the links in the Web Links section below along with sources for state and local personnel offices, have students either individually or in teams explore what kinds of government jobs are available in your area. Students should address: (1) types of positions that are typically available; (2) salary levels to expect for entry at the bachelor’s or master’s level; (3) benefits associated with these positions; and (4) hiring processes for applicants.

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Chapter 6: The Management of Human Resources

2.



Divide the class into groups of 3 to 4 students; give each student a copy of your school’s policy on sexual harassment with regard to administrators, faculty, staff, and students.

Have each group analyze the policy addressing the following: (a)

Is sexual harassment defined in a way that is understandable?

(b)

Does the policy specify the kinds of actions that are considered harassment?

(c)

Are procedures clearly defined through which sexual harassment charges can be brought and heard?

(d)

Are penalties clearly defined for each action?

(e)

Does the policy act as a deterrent to sexual harassment.

(f)

What can be done to strengthen, clarify, and more easily enforce the policy?

KEY TERMS Adverse or disparate impact Criterion for showing that employment practices affect one group more harshly than another.

Affirmative action Use of positive, results-oriented practices to ensure that women, minorities, individuals with disabilities, and other protected classes of people will be equitably represented in an organization.

Bargaining unit The organization that will represent employees in conferring and negotiating various issues.

Comparable worth Notion that men and women in jobs that are not identical but require similar levels of skill and training should be paid equally.

Equal employment opportunity Refers to efforts to eliminate employment discrimination on the basis of race, ethnic background, sex, age, or physical handicap; ensures that all persons have an equal chance to compete for employment and promotions based on job qualifications.

Final-offer arbitration Technique in which both parties must present their best offer with the understanding that an arbitrator will choose one or the other without modification.

Job description A thorough analysis of the work to be done and the capabilities for a job; typically contains these elements: job title, duties required, responsibilities, and job qualifications.

Lateral entry Entry into government positions at any level.

Merit pay Increases in salary and wages that are tied to actual quality of work performed.

Merit principle Concept that selection and treatment of government employees should be based on merit or competence rather than personal or political favoritism.

Position classification Analyzing and organizing jobs on the basis of duties, responsibilities, and knowledge and skills required to perform them.

Rule of three Provision of most merit systems that requires at least the names of the top three applicants be forwarded to the hiring official to allow some flexibility in selection.

Sexual harassment Any unwarranted and nonreciprocal verbal or physical sexual advances or derogatory remarks that the recipient finds offensive or that interfere with his/her job performance.

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Chapter 6: The Management of Human Resources

75

Spoils system The ability to give government jobs to the party faithful; “to the victor belong the spoils.”

Structured interviews Those in which a previously developed set of questions is used with each applicant.

Unit determination Decision to include or exclude certain groups in a bargaining unit.

Whipsaw tactics Argument that pay or benefits negotiated by one group should be applied to others.



WEB LINKS The following are links to information on general personnel issues, human resources, and jobs: Office of Personnel Management: (www.opm.gov).

U.S. Equal Opportunity Employment Commission: (www.eeoc.gov).

United States Department of Labor: (www.dol.gov).

HR.Com: (www.hr.com) and (www.hr-guide.com).

LaborNet: (www.labornet.org).

American Federation of Government Employees: (www.afge.org/).

American Federation of State, County, and Municipal Employees: (www.afscme.org/).

International Personnel Management Association: (www.ipma-hr.org).

International Public Management Association for Human Resources: (http://www.ipma-hr.org/).

Society for Human Resource Management: (www.shrm.org).

Public Service Careers: (www.publicservicecareers.org/).

Go Public Service: (www.gopublicservice.org/Careers.aspx).

FedWorld.Gov: (www.fedworld.gov/).

Careers in Government: (www.careersingovernment.com/index.cfm).

GovtJob.Net: (www.govtjob.net/).

USA Jobs: (www.usajobs.opm.gov/infocenter/howjobsgetfilled.asp).

The Chronicle of Philanthropy: (http://philanthropy.com/section/Jobs/224/).

Opportunity Knocks: (www.opportunityknocks.org/).



INSTRUCTOR RESOURCES Bowman, J. S., J. P. West, and M. A. Beck. Achieving Competencies in Public Service: The Professional Edge. Armonk, NY: M.E. Sharpe, 2009.

Capozzoli, Thomas, and R. Steven McVey. Managing Violence in the Workplace. Delray Beach, FL: St. Lucie Press, 1996.

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Chapter 6: The Management of Human Resources

Cayer, N. Joseph. Public Personnel Administration. Belmont, CA: Wadsworth/Thomson Learning, 2003.

Coleman, Charles J. Managing Labor Relations in the Public Sector. San Francisco: Jossey-Bass, 1990.

Condrey, Stephen. E., and James. L. Perry. Handbook of Human Resource Management in Government. San Francisco: Jossey-Bass, 2005.

Dresang, Dennis L. Public Personnel Management and Public Policy. Dallas: Pearson Publications, 1999.

Durant, Robert. F. The Oxford Handbook of American Bureaucracy. New York: Oxford UP, 2010.

Farazmand, Ali. Strategic Public Personnel Administration: Building and Managing Human Capital for the 21st Century. Westport, CT: Praeger Publishers, 2007.

Farnham, David. Managing People in the Public Service. Basingstoke, UK: Macmillan Business, 1996.

Huddleston, Mark, and William Boyer. The Higher Civil Service in the United States. Pittsburgh: U of Pittsburgh P, 1996.

Ingraham, Patricia, and Carolyn Ban, eds. Legislating Bureaucratic Change: The Civil Service Reform Act of 1978. Albany: State U of New York P, 1984.

Jackson, Susan E., ed. Diversity in the Workplace: Human Resource Initiatives. New York: Guilford Press, 1992.

Kearney, Richard C. Public Sector Performance: Management, Motivation, and Measurement.

Boulder, CO: Westview Press, 2000.

Klingner, Donald. E., John Nalbandian, and Jared Llorens. Public Personnel Management: Contexts and Strategies. New York: Longman, 2009.

Maranto, Robert, and David Shultz. A Short History of the United States Civil Service. Lanham, MD: UP of America, 1991.

Menzel, Donald C., and Harvey L. White. The State of Public Administration: Issues, Challenges, and Opportunities. Armonk, NY: M.E. Sharpe, 2011.

National Academy of Public Administration. Modernizing Federal Classification: An Opportunity for Excellence. Washington, DC: National Academy, 1991.

Nigro, Lloyd G., and Felix A. Nigro. The New Public Personnel Administration. 4th ed. Itasca, IL: F. E. Peacock Publishers, 1993.

Pynes, Joan E. Human Resources Management for Public and Nonprofit Organizations. 2nd ed.

San Francisco: Jossey-Bass, 2004.

Riccucci, Norma. Public Personnel Administration and Labor Relations. Amonk, NY: M.E. Sharpe, 2007.

-----, Katherine. C. Naff, Jay. M. Shafritz, and David. H. Rosenbloom. Personnel Management in Government: Politics and Process. Boca Raton, FL: CRC Press, 2007.

Rice, Kenneth W. Strategic Diversity: How to Leverage the Differences within the New Workforce for Improved Organizational Performance. Bloomington, IN: Xlibris Corp., 2009.

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Chapter 6: The Management of Human Resources

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Rice, Mitchell F., ed. Diversity and Public Administration: Theory, Issues, and Perspectives.

Armonk, NY: M.E. Sharpe, 2010.

Risher, Howard, Charles H. Fay, et al. New Strategies for Public Pay. San Francisco: JosseyBass, 1997.

Robinson, Dana Gaines, and James C. Robinson. Performance Consulting. San Francisco: Berrett Koehler Publishers, 1995.

Selden, Sally Coleman. The Promise of Representative Bureaucracy. Armonk, NY: M.E. Sharpe, 1997.

Shafritz, Jay M., Albert C. Hyde, and David H. Rosenbloom. Personnel Management in Government: Politics and Process. 4th ed. New York: Marcel Dekker, 1991.

Sloane, Arthur A., and Fred Witney. Labor Relations. 8th ed. Englewood Cliffs, NJ: PrenticeHall, 1994.

Stivers, Camilla. Gender Images in Public Administration: Legitimacy and the Administrative State. 2nd ed. Thousand Oaks, CA: Sage Publications, 2002.

Sylvia, Ronald D., and C. Kenneth Meyer. Public Personnel Administration. Fort Worth, TX: Harcourt College Publishers, 2002.

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Chapter 6: The Management of Human Resources

CHAPTER 6—MULTIPLE CHOICE 1.

Which of the following was not a justification of the “spoils system”? a.

Its contribution to a politically accountable administrative system b.

The right of election winners to reward their supporters with jobs c.

The notion that any person could adequately perform the work of government administration d.

The idea that government jobs belong to the wealthy ANS: d

2.

The Pendleton Act provided for a. establishment of a Human Rights Commission. b. mandated federal employee contributions to election campaigns. c. merit-based selection of government employees. d. the spoils system.

ANS: c

3.

Merit selection, tenure, and responsiveness to political leaders are a. no longer important elements in the civil service system. b. the three basic principles of the civil service system. c. important features of the spoils system. d. features of the budgeting process.

ANS: b

4.

Among the goals of the Civil Service Reform Act of 1978 were a. to increase the technical nature of personnel administration. b. to reduce flexibility in hiring and firing to agencies. c. to create a more rigid classification system for senior executives. d. to restore the merit principle which had gotten too bureaucratic.

ANS: a

5.

State and local personnel systems a. are very different from the federal civil service system. b. tended to experience slower development of a merit-based system than the federal system. c. have developed merit systems in recent years partly as a result of unions. d. were developed by the political bosses and machines.

ANS: b

6.

In recent years state and local merit systems in the personnel function a. have contracted as a result of due process requirements based on court decisions. b. have become weaker as a result of pressure from the federal government. c. have been strengthened as a result of expanding public employees’ due process protection provided by courts. d. have been dominated by political party machines.

ANS: c

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Chapter 6: The Management of Human Resources

79

7.

The arrangement of jobs on the basis of their duties, responsibilities, and skills is prepared in a. position classifications. b. job descriptions. c. equal employment opportunity programs. d. an assessment center.

ANS: a

8.

A document containing job title, duties, responsibilities, and qualifications for employment is called a. a position classification. b. a job description. c. an equal employment opportunity form. d. an assessment form.

ANS: b

9.

Creating objective statements of duties, responsibilities, and employment makes it possible to a. legally discriminate against certain classes of people. b. recruit people who have good connections to key political figures. c. hire someone based on what he or she knows and can do. d. create a job based on the qualities of a particular individual.

ANS: c

10.

An important implication of a merit-based pay system is a. performance appraisal becomes a more important element in organizations. b. everyone ends up getting paid the same. c. that public sector employees must be paid the same as those in the private sector. d. pay raises will be low.

ANS: a

11.

Drug testing of public employees frequently has been challenged in court because a. public employees are less likely to use drugs. b. public employees are more clearly protected against illegal search and seizure. c. public employees are being tested more often. d. public employees can’t be held responsible for their actions.

ANS: c

12.

Which of the following is not an example of behavior and remarks that may be defined as sexual harassment in the workplace? a.

“Say, honey, would you get the coffee”? b.

A suggestive remark directed to a subordinate by a supervisor c.

Deliberate brushing or touching of another person. d.

Reciprocal verbal sexual advances between co-workers ANS: d

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Chapter 6: The Management of Human Resources

13.

Which of the following may contribute to the likelihood of workplace violence in public organizations? a.

Reducing operating hours, hiring security guards, and increasing lighting b.

Pay disparities, personal problems, and bad management c.

Political environment, deterioration in public perception of government workers, and increased worker stress d.

Changes in physical environment, lack of recognition from political superiors, and limits on collective bargaining ANS: c

14.

Executive Order 10988 issued by President Kennedy in 1962 a. prohibited unions in the federal government. b. permitted the formation of employee unions in the federal government. c. tightened the regulations of federal employee unions. d. established the federal Labor Relations Council.

ANS: b

15.

Arbitration in labor-management negotiations a. uses a neutral third party to negotiate a settlement. b. uses a third party to investigate and issue specific recommendations concerning a settlement. c. is a fact-finding process, normally followed by binding recommendations. d. does not occur in the governmental sector.

ANS: c

16.

Mediation in labor management negotiations a. uses a neutral third party to negotiate a settlement. b. uses a third party to investigate and issue specific recommendations concerning a settlement. c. is a fact-finding process, normally followed by binding recommendations. d. does not occur in the governmental sector.

ANS: a

17.

Recent actions in Wisconsin, Ohio, and New Jersey involved efforts to a. curb benefits and collective bargaining rights for public employees. b. give public employees greater access to public-sector unions. c. lower employees’ contributions for health care and pensions. d. reduce salary levels for public employees.

ANS: a

18.

The effort to see to it that women, minorities, and others will be employed in fair numbers or proportions in an organization is called a. equal employment opportunity. b. reverse discrimination. c. discrimination. d. affirmative action.

ANS: d

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Chapter 6: The Management of Human Resources

81

19.

The basic federal legislation governing employment practices with respect to equity and related issues is the a.

Civil Rights Act of 1964. b.

Employment Discrimination Act of 1960. c.

Affirmative Action Act of 1970. d.

American Disabilities Act of 1990.

ANS: a

20.

The ADA Amendments Act of 2008 was passed in order to a. narrow the definition of “disability” with regard to public-sector employment. b. revise the definition of “disability” to include impairments that substantially limit major life activity. c. allow those with disabilities to sue an employer for discrimination. d. support the Supreme Court’s interpretation of disability laws.

ANS: b

21.

“Glass ceiling” refers to a. covert employee observation technologies. b. barriers (especially covert ones) to promotion for women and minorities. c. the greater ease of promoting women and minorities now compared to the past. d. open personnel practices.

ANS: b

22.

The tension between political responsiveness and managerial effectiveness is illustrated by a. the relationship between managers and staff employees. b. the relationship between personnel officers and mangers. c. the relationship between political appointees and career executives. d. the relationship between union leaders and agency managers.

ANS: c

23.

Which of the following is not one of the reasons put forth for involving career public administrators in developing policy? a.

They have the background and expertise to make substantial contributions. b.

They have the capacity to override political decisions on policy changes. c.

They will implement a policy more effectively if they understand the need for the change. d.

They will do a better job of implementation if they feel some “ownership” of the process.

ANS: b

24.

The traditional emphasis of the personnel officer of a public sector agency has been a. to induce compliance. b. to support managers in a consulting role. c. to help increase productivity. d. to persuade managers to become more effective.

ANS: a

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Chapter 6: The Management of Human Resources

25.

Which of the following is likely not a new role for the personnel specialist in a public organization? a.

The elimination of hiring, retention, promotion, and compensation procedures b.

Participation in development of affirmative action programs c.

Assistance in developing a productivity improvement program in the organization d.

Advise on legal issues ANS: a

CHAPTER 6—TRUE-FALSE 1.

Important features of the spoils system are merit selection, tenure protection, and responsiveness to political leaders. a.

True b.

False ANS: b

2.

The Civil Service Reform Act created the Office of Personnel Management and the Merit Systems Review Board. a.

True b.

False ANS: a

3.

The states and localities of the United States have generally been in advance of the federal government in establishing a merit-based civil service system. a.

True b.

False ANS: b

4.

An important reason for using position classification systems, beyond that of connecting tasks to the skills required to perform them, is to help ensure equity across similar jobs. a.

True b.

False ANS: a

5.

While a “step” is a set of roughly comparable jobs, “grades” are a set of pay increments. a.

True b.

False ANS: b

6.

Drug testing programs have steadily increased in the last two decades. a.

True b.

False ANS: b

7.

Sexual harassment is defined as “any unwanted and nonreciprocal verbal or physical advances or derogatory remarks that are found offensive by the recipient or that interfere with one’s job performance.” a.

True b.

False ANS: a Copyright © Cengage Learning. All rights reserved.

Chapter 6: The Management of Human Resources

83

8.

A “bargaining unit” is the organization with which the union negotiates. a.

True b.

False ANS: b

9.

Establishment of unions by federal employees is prohibited by Executive Order 10988. a.

True b.

False ANS: b

10.

Labor-management relations at the state and local level are fairly standard and uniform in nature. a.

True b.

False ANS: b

11.

In recent years, there has been greater support for public-sector unions at the federal level although support at the state and local level has declined. a.

True b.

False ANS: a

12.

“Affirmative action” refers to the obligation of an organization to take positive steps to hire, retain, and promote minorities, women, and others. a.

True b.

False ANS: a

13.

Support for equal opportunity programs has grown over the past two decades. a.

True b.

False ANS: b

14.

Recent actions by the courts have had the effect of narrowing what can be considered as discrimination. a.

True b.

False ANS: a

15.

The term “glass ceiling” refers to barriers that exist to the advancement of women and minorities in the workplace. a.

True b.

False ANS: a

CHAPTER 6—ESSAYS/DISCUSSION 1.

Describe and evaluate the “merit principle” in the civil service system. What does it mean? Why was it established?

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Test Bank for Public Administration: An Action Orientation, 7th Edition, Robert B. Denhardt,

84

Chapter 6: The Management of Human Resources

2.

Two significant pieces of legislation—the Pendleton Act and the Civil Service Reform Act—have been instrumental in shaping the federal civil service. Discuss the importance of each. Why was each necessary?

3.

Even after the federal government created its civil service system, states and localities were slow to adopt the same reforms. Discuss the reasons for this. What contributed to the reluctance of states and localities to follow suit?

4.

What are the main steps in the recruitment process in the federal civil service? Describe each briefly.

5.

In what ways may sexual harassment and ethics in the workplace be related? Does an ethical workplace demand absolute gender blindness? Explain.

6.

Describe the history of the development of unions in federal employment.

7.

Compare the reasons for prohibiting public employee strikes with reasons given in support of the right to strike. What conclusions can be reached? Explain.

8.

Identify the principal components of an affirmative action program for an organization.

9.

Evaluate “comparable worth,” summarizing the arguments pro and con. What position do you take? Pay special attention to the equity issues involved.

10.

The authors argue that the tension between political responsiveness and managerial effectiveness that characterizes public management is particularly well illustrated in the relationship between political appointees and career executives. Explain this. What do they mean by this? Give examples.

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