Human Resource Management in Public Service: Paradoxes, Processes, and Problems Fifth Edition Test Bank

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Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.
Discussion Questions
Conclusion
1. How has public service changed so far from the 20th century to the 21st
century?(498)
It has largely ceded its leadership as a model employer.
2. What are two societal changes that are now under way? (498-499)
Rapidly expanding technologies and the demand for human
competence
3. When are quality, productivity mid citizen service usually sacrificed?
(499)
When labor is regarded as cost to be reduced instead of an asset to be developed.
4. What are the four philosophical transcendentals that Tom Morris
suggested should be used to run a modern organization? (501ff.)
The four dimensions of the human experience are intellectual (truth), aesthetic
(beauty), moral (goodness), and spiritual (unity).
5. How does a calling differ from a job or a career? (503)
A calling provides a deep sense of meaning and authentic engagement at work, not
merely financial gain or an avenue for advancement.
6. List some values characteristic of public service. (504)
Political neutrality, incorruptibility, honesty, fairness, responsibility, accountability.
7. Explain what you think Joanne Ciulla means in saying, "When
commitment is reduced to time at work, loyalty to something one pays
for, and trust to a legal contract, these terms are emptied of their
meaning." (504)
Own answer.
8. What is the purpose of government? What is not? (506)
To secure the blessings of liberty and promote the common good. Becoming a
servant corporate interests.
9. How has the concept of paradox aided in your understanding of public
human

Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition. © 2015, SAGE
Publication.
Review/Discussion Questions
Introduction
1. What is a paradox in management? (1)
Seemingly incompatible ideas and practices that have to be made to work well together in
organizations.
2. Define human resource management? (1-2, 4) Why is it important?
The development of policies for effective utilization of human resources in an organization. Stated
differently, all decisions affecting the relationship between the individual and the organization can be
seen as dimensions of human resource management.
It has a significant, even definitive, effect on careers. HRM makes it possible for democracy to
succeed.
3. What is the most important job of an administrator? (2)
To help his or her organization use its most valuable asset—people—productively.
4. What are some decisions administrators need to make about employees? (2)
How individuals will be recruited, selected, placed, compensated, trained, and evaluated.
5. Explain the paradox of democracy? (3)
Citizens have many civil rights in the conduct of public affairs, but employees experience precious
few such rights in organizations. One part of American culture stresses individualism, diversity,
equality, and participation, while the other emphasizes conformity, uniformity, inequality, and
submission to authority.
6. What is the paradox of needs? (4)
Individuals and organizations need one another, but human happiness and organizational rationality
are as likely to conflict as they are to coincide. Many institutions today still use the machine model of
yesteryear. A top-down, command-and-control approach, revealed by the hierarchical organization
chart, imposes static predictability, demand efficiency, and expect self-sacrifice. Human beings, by
definition, are not premised on a mechanical model, but rather on an organic one.
7. Identify the cardinal question in HRM? (3-4)
Do organizational procedures help or hinder the resolutions of the signature paradoxes above?
8. List some ways to address paradoxes. (5)
Inquire into the bases of clashing perspectives, identify and appreciate the best of different
viewpoints, strive to create new viewpoints that balance divergent opinions, and dialectic reasoning.
9. Interpret Exhibit 0.2. (6)
Student view.

Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.
Review/Discussion Questions
Chapter 1
1. What are two major schools of thought about the breakdown of government (according to
Ehrenhalt)? (10)
One argues that breakdown in government performance is an “incompetent people” problem, and the
other argues that it is an “evil system” problem.
2. What are 3 insights from the Maria Hernandez example? Is she a good example of an HR
director? What advice would you give her? (11-13)
• HRM deals with many areas at once. HRM managers must weigh the pros and cons of each
decision as well as their impact in other areas. Long-term and short-term decisions are required of
HRM managers on a daily basis.
• Maria Hernandez can be considered a good example of an HR director. She is involved in more
than simply “managing people”; rather she is involved in human capital development and greater
organizational development.
• Stay organized, deal with problems as they come up on an individual basis, do not wait until
problems become too large to handle.
3. What are some trends that present challenges to government in getting the right people? (14-16)
Trends include a changing workforce, declining confidence in government, declining budgets leading to
increased use of alternative work arrangements, rightsizing and downsizing despite population growth,
demands for productivity gains, emerging virtual workplaces and virtual government, and
decentralization and increased managerial flexibility.
4. What are some of the reasons that young people choose public service?
• To make a difference in a wide variety of leadership positions in the nonprofit and for-profit
sectors; different branches of local, state, regional, and federal governments; and the international
arena
• To become engaged intellectually in the challenges facing their communities
• To establish career and personal development skills that they can use throughout their lives
• To build a better future for the world and to solve big problems
• To create communication links within and between different communities
• To gain a sense of responsibility for others and the causes they care about
5. What is the core-ring staffing model? What is its purpose? (15)
It is an alternative work arrangement, noted by J.Thompson and Mastracci and Barr, in which the core is
comprised of full-time workers in permanent jobs and the ring is comprised of employees in contingent
or alternative arrangements (e.g., contractors, temporary workers, and part-time employees).
6. How does traditional personnel administration differ from HRM? (16, 18)
Traditional personnel training was concerned primarily with traditional internal practices- recruitment,
compensation, discipline-and the applications of the rules and procedures of the civil service system.
Public HRM embraces a broader, more “people-focused” definition of the management of human
resources with an eye to the kind of workforce needs in government (i.e., employee and organizational
development, organizational design, performance appraisal and management, reward systems and
benefits, productivity improvement, staffing, employee-employer relations, and health and safety).

Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.
7. When does the term strategic human resource management apply? (18)
When human resource management is most global and long-term in its perspective and includes issues
such as workforce planning and overall organizational design issues.
8. What does the term civil service cover? (18)
The term civil service refers to the government employees in permanent public service, excluding
legislative, judicial, or uniformed military; positions typically are filled based on competitive
examinations, and a professional career public service exists with protection against political influence
and patronage.
9. Does your organization conform more closely to a traditional public sector system or to "public
service for the 21st century"? In what ways? (19)
Own Answer
10. What five models of HR does the text discuss? (20)
It discusses models emphasizing a/an: centralized HR department, devolved HR, decentralized HR,
specialized HR departments, and outsourced HR.
11. HR departments commonly share some functions with other individual and units. What are
some examples of sharing? (21)
Employment law, recruiting, selection, creating a positive work environment, compensation, benefits,
training and development, appraisal, and labor relations.
12. What are the four reform tides mentioned by Paul Light? (22)
Scientific management, war on waste, watchful eye, and liberation management.
13. What is scientific management? (22)
A reform tide with the goal of efficiency; characterized by the use of implementation strategies such as
structure, rules, and experts; and typified by laws such as the Reorganization Act of 1939. This reform
sought to synthesize workflows.
14. What are its (scientific management) implications for HRM? (23)
Emphasizes conformity and predictability of employees’ contributions to the organization, and it sees
human relationships as subject to control by management.
15. What is the war on waste? What are its implications for HRM? (23)
A reform tide with the goal of economy; characterized by use of implementation strategies such as
generally accepted practices, audits, and investigations; and typified by laws such as the Inspector
General Act of 1978. Preoccupation with waste leads to increases in internal controls, oversight and
regulations, managerial directives, tight supervision, and concerns about accountability. Can result in
proliferation of detailed rules, processes, and procedures.
16. What is the watchful eye? What are its implications for HRM? (24)
A reform tide with the goal of fairness; characterized by use of implementation strategies such as
whistleblowers, interest groups, and media; and typified by laws such as the Administrative Procedure
Act of 1978. Implications include greater scrutiny in the hiring process to ensure integrity as well as job-
related competence of new recruits. It minimizes the use of illegitimate hiring criteria, such as sex, race,
age, and handicap status. Would also minimize arbitrary decisions to fire employees.
17. What is liberation management? What are its implications for HRM? (24-25)

Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.
A reform tide with the goal of higher performance; characterized by implementation strategies such as
standards, evaluations, and outcomes.; and typified by laws such as the Government Performance and
Results Act of 1993. Implications for HRM include employee empowerment reengineering, work teams,
continuous improvement, customer service, flattened hierarchies, and self-directed employees.
18. In what ways does CSRA reflect each of the tides of reform? (26-29)
As stated in the CSRA, “ to strengthen the presidential claim of command (scientific management), a cap
on total federal employment to save money (war on waste), whistleblower protection to assure truth
telling from the inside (watchful eye), and pay for performance (liberation management).
19. How did the Pendleton Act alter public service? (26-20)
It established the institutional framework for federal HRM. It created the Civil Service Commission
(CSC) which was a protective buffer against the partisan pressures. Competitive practical exams were
introduced, and a neutral (nonpartisan), competent, career civil service with legally mandated tenure was
expected. Entry into the civil service was permitted at any level under this hierarchy.
20. How did CSRA of 1978 alter public service? (26-29)
Created the Office of Personnel Management (OPM) and the Merit System Protection Board. The OPM is
the “doing” side of public HRM. The OPM’s director is appointed/removed by the president and
functions as his principal advisor on personnel matters. The MSB is responsible for adjudications, and
employee appeals. The CSRA also created the Federal Labor Relations Authority (FLRA) and established
the Senior Executive Service (SES). The FLRA functions as the federal sector counterpart to the private
sector’s National Labor Relations Board (NLRB). The SES comprises top-level administrators, mostly
career civil servants and a lesser number of political appointees.
21. What two writers are associated with reinventing government? What is the federal program
implementing it? (29)
David Osborne and Ted Gaebler. The federal program implementing it is The National Performance
Review (now called the National Partnership for Reinventing Government).
22. What were the components of Clinton’s 3-part strategy for civil service reform? (31)
The 3-prong strategy includes authorizing personnel demonstration projects, creating “performance based
organizations, and constructing modified personnel systems for malfunctioning agencies.”
23. What are the 5 key areas emphasized in George W. Bush’s plan for reform? (31)
The 5 key areas emphasized are: human capital, competitive sourcing, financial performance, E-
government, and budge-performance integration.
24. The civil service has to try to please at least three major constituents. Who are they? (32-322)
Political masters (elites), civil servants themselves and their sense of professionalism (professional
standards, independence, neutrality), and taxpayers & customers.
25. Compare Germany before and after the Civil Service Reform Law of 1997. How did the civil
servants react? Why? (Exhibit 1.11) (33-34)

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Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.
Exhibit 1.14), there was a huge resistance to these reforms by civil servants. Civil servants used
to generous salaries and benefits, as well as clear guidelines about promotion and pay, rebelled
against performance-based outcomes and probationary periods, and the elimination of their
traditional “thirteenth month” paycheck and reduction in pensions. Basically, these civil servants
were used to a codified administrative law that did not easily adapt to reforms that emphasize
autonomy and creativity. They were already receiving very generous benefits and salaries in the
current system. Many felt these reforms were not advantageous to them.
26. The recommendations of the Winter Commission (National Commission on the State and Local
Public Service) are remarkably relevant today and continue to be promoted. What are the
major recommendations? (35)
• Greater decentralization of the merit system
• Reduced reliance on written tests
• Rejection of the rule of three and other requirements that severely restrict managerial
discretion in selecting from a pool of eligible applicants
• Reduction of the weight given to seniority and veterans’ preference
• Reduction in the number of job classifications
• Implementation of less cumbersome procedures for removing employees from positions
• Greater portability of pensions, enabling government-to-government mobility
• Greater flexibility to provide financial incentives for exemplary performance by work teams
27. What are the key criticisms of reinvention applied to HRM? (36)
Criticism includes the undermining of the role of public servants, too few people with the necessary skills
are attracted to the public service, performance rewards are underfunded, reduced oversight of the public
service, can invite corruption, and in-service training for continuous learning and planning is frequently
inadequate. Pursuit of quick successes via downsizing too often takes precedence over improving
performance, ideas borrowed from elsewhere, and accepted blindly often create more problems than
solutions, and empowerment initiative frequently are uneven.
28. How does your organization stack up against the values of HRM? (37)
Own Answer
29. What are the four overarching principles that administrators need to be mindful of? (37-39)
• Understand the values inherent in the career public service.
• Understand and integrate non–civil service systems as appropriate.
• Understand that the public has rights beyond merit principles.
• Provide leadership for the workforce.

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Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.
to the laws, rules, and SOPs put managers in the role of compliance officers. At level 3, managers have a
more expansive perspective with agency values, missions, and requirements and view human resources as
a precious resource for improving governmental performance.
31. How are value conflicts resolved? (41)
Balance of competing pressures by comparing issues of legality, ethics, and fairness.
32. Have you encountered any of these dilemmas? How were they resolved? (41-42)
Own Answer
33. What is the paradox between ethics principles, codes, and strategies? (42)
Must be able to balance the law with ethics as well as fairness to others
34. How do levels of value consciousness relate to the first and second HRM value subsystems? (41)
In level 1 culture, responses are nonexistent, selective or reactive. When workers lack basic consciousness
about values and appropriate ethical conduct, then ethics and integrity are often managed using fear
threats, and punishment. In level 2, policies are to reward, appraise, and develop employees. There is an
effort to have employees conform to work processes and comply with externally mandated standards.
35. Why are the quotes from FDR and Thomas Jefferson profound? (43))
The need to build a firm foundation of public trust, which harks back to the basic principles of reform.
Shows the need to exhibit professionalism, promote merit, ensure accountability to political leaders, and
avoid partisan bias. Defining core values and being guided by bedrock principals helps administrators
make the critical ethical judgments often required in resolving nettlesome human resource issues. .
Managers must decide when to “swim” with prevailing tides and when to “stand.”

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Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.
6
The practice of adjusting test scores of minority groups to ensure that a sufficient number of candidates
can be hired, a practice disallowed by the Civil Rights Act of 1991. It has been used to avoid a disparate
impact on a protected group.
35A. Would an employee with cancer be covered under the Americans with Disability Act? Which
functions are expected to be carried on by the employee? (87)
Yes. The employee covered by ADA must be able to perform essential job functions previously
identified by the manager.
34. What constitutes “reasonable accommodation” regarding employer actions and religious
freedom? (86-87)
That which is minimally necessary for the employee to fulfill his or her religious obligation or
conscience.

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