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"Public Human Resource Management is very thorough and covers all of the important areas in preparing a 21st-century public administrator. I am very impressed with the case studies and tables within the book. They are very relevant to issues that are important to public administration practitioners. The text is definitely different than other books on the market because it covers new and exciting topics such as HR Information Systems and Privatization. In the past, I have found myself looking for several different resources and compiling them but this book has included those items, such as.

For nearly three decades, traditional public sector management practices have been challenged by proponents of the new public management (NPM). Public human resource management (PHRM) is frequently a target of such reform efforts given the crucial role it plays in the public management function. Traditional civil service systems, based on merit and neutral competence, have frequently been criticized for their intractability, inefficiency, and ineffectiveness. The recent trend of eliminating tenure for public employees through employment at-will (EAW) policies has received considerable attention as a mechanism for improving public sector efficiency. However, recent scholarship suggests that EAW policies have a number of obstacles to overcome. Using a 2005 survey of human resource professionals in the state of Georgia, this article assesses the impact of the EAW environment on public employee motivation. The analysis suggests that EAW policies have a significant negative impact on motivation in the workplace, particularly for minorities. The findings illustrate additional hurdles that decision makers should consider when implementing EAW systems in the public sector.

Governments have increasingly relied on market mechanisms to improve the efficiency of public services. This is especially true when it comes to financing the nation's transportation infrastructure system, where enabling legislation at the federal and state level has gradually placed greater reliance on the private sector through collaborative endeavors such as public—private partnerships (P3s). This article examines the process and structure of such collaborative endeavors in the case of the toll road along Texas State Highway (SH) 121. Initially, the state transportation agency entered into an agreement with a private consortium but later withdrew support for the agreement in favor of a public—public partnership (PPuP) with the local toll road authority. State and local politicians withdrew support for the private consortium as public sentiment waned. The article concludes that citizen input and state and local politics have a significant impact on the process and structure used for implementing public—private partnerships.