Personnel Administration Of Black And White Employees

South African Human Resource Management focuses on the knowledge and skills that managers at all levels need. The authors integrate contemporary international research and implementation with a South African perspective.

This report discusses important themes in the field of human resource management for the public sector, including managing employee relations, strategizing and planning human resources departments, and selecting employees within the equal employment opportunity guidelines. Current legislation of the field is discussed and new theories on local and international applied research are explored.

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.

In 1979, serious research was just beginning on the connections between stratification outcomes and organizations. Data suitable for investigating these connections were scarce, and the general wisdom was that they would remain scarce--since organizational case studies were seen as the only means of gathering linked individual and organizational data. The case study approach does allow one to link the two types of data, but gathering such data on more than a few organizations is prohibitively expensive and difficult, and having only a few organizations limits g- eralizability. To help solve this problem, we developed the idea of a survey of a random sample of several thousand employed individuals, followed by a second survey of their several thousand employing or- nizations. This method, we reasoned, would provide us with a gen- alizable, simple random sample of individuals, coupled with a weighted random sample of organizations (weighted, of course, by size of orga- zation). An added benefit would be that these valuable data could be gathered by a survey organization for the price of two simple surveys. It was not an easy idea to sell. We developed it into a proposal to the National Science Foundation (NSF), and though the reviewers were o- erwise sympathetic, they were almost unanimous in their contention that such a survey would not work because "obviously" the great maj- ity of respondents would refuse to reveal exactly who their employers were.