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"All organisations manage people, and politics is no different. Campaigns, parties, and government all need to manage people and resources to try to get things done. Of course, the extent to which politics is managed effectively is debatable. Recently public awareness of problematic HR in parliaments and government has grown as media reports emerge of problems. Such problematic practice is not surprising given that orientation and training of political practitioners by parties and parliament is hindered by a lack of academic research. This comprehensive volume lays out and builds upon core theoretical foundations in the field of political management, offering a wide range of in-depth empirical research with multiple authors and chapters from different disciplinary perspectives and countries. With authors from political management programmes, political marketing, management, political psychology, and public administration, the handbook seeks not just to survey a topic or existing literature, but to stimulate research in the area. This book will be highly useful for graduate students, researchers, and professionals in a variety of areas including political management, political marketing, applied politics, political science, management, political psychology, and public administration"--

This chapter sets out an overall vision and architecture for political staffing and why it is needed. It discusses the privilege of service in political staffing, notes the current crisis in political staffing human resource management but also argues strongly for the potential for positive human resource management. It provides guidance for practitioners by outlining best practice guidance for political staffers, their managers, and reformers. This makes clear the key approaches and tools they need to be aware of and use to improve political offices. Political staffers and advisers need to be properly trained, supported and developed. Not only will this benefit the individuals in the roles, it will provide significant benefit to the politicians they work for and in turn the voters who elect the politicians. Higher quality human resource management for political staffers and advisers will generate multiple long term dividends. It will create higher calibre, more experienced and diverse political staffers who are up and running in their role sooner, perform at a higher level and are retained for longer, preserving institutional knowledge. This will lead to higher functioning offers, generating better outputs, more effectively supported politicians, more strategic decisions, increased delivery of election promises.

"The Human Resource Management of Political Staffers: Insights from Prime Ministers' Advisers and Reformers explores the human resource management of political staffers and advisers who work for politicians. Deeply grounded in the experiences of those who worked in the highest political offices under Prime Ministers Boris Johnson, Justin Trudeau, Scott Morrison and Jacinda Ardern, it makes the case for better management of staffers by illuminating past problems with the workplace such as extreme workloads, little work-life balance and lack of orientation and training. But it also offers a way forward by combining ad hoc positive experiences into guidance for future best practice. Drawing on interviews with advisers/staffers and practitioners working on HR reform in politics, in four countries - the UK, Canada, Australia and New Zealand - it provides a research-informed best practice guide for the staffers/advisers, their managers and reformers which offers practical advice on how to recruit, orientate and train, manage and support staffers and advisers appropriately within the complex political environment. It also conveys the highly skilled roles staffers undertake and the democratic contribution they make. The Human Resource Management of Political Staffers is a must-have guide to current and future advisers, politicians and ministers. Human Resource Management for political staffers is important not just for the individuals but to enable taxpayer-funded staffers to perform more effectively, which will in turn help elected politicians deliver for voters"--

This comprehensive volume offers a wide range of in-depth empirical research from different disciplinary perspectives and countries. It will be highly useful for graduate students, researchers, and professionals in a variety of areas including political science, management, political psychology, and public administration.

Cover; Praise; Half Title; Title Page; Copyright Page; Table of Contents; List of figures; List of tables; List of boxes; About the authors; Acknowledgements; Chapter 1: Introduction to political marketing; The basic components of political marketing; Why marketing, communication and politics students should; Researching and teaching political marketing; Summary; Discussion points; Assessment questions; References; Chapter 2: Political strategy; Targeting; Positioning strategies; Market- and sales-oriented strategies; Populist strategies; Strategy and the environment

As political leaders acknowledge the limits of their power they increasingly integrate constructive input from inside and outside government into their decision-making. A Ministry or Commission of Public Input is necessary to collect, process and communicate input more effectively and politicians need to work with the public to identify solutions.

As political leaders accept the limits of their power and knowledge, they seek new forms of public input into government. This, however, raises profound questions as to how we ensure that public input is collected and processed appropriately and what political leaders are supposed to do with that public input. Through interviews with government ministers and practitioners, this study shows how politicians are becoming deliberative political leaders and integrating constructive input from inside and outside government into their decisionmaking. It also argues that we need to develop a permanent government unit to collect, process and communicate ongoing public input, such as a Ministry or Commission of Public Input. By improving public input systems, acknowledging the limits of their own power and knowledge, and devolving solution-fi nding to others, politicians are able to implement policy development that lasts beyond their time in power. Public input is not irreconcilable with political leadership; instead it is an essential step for any government that wishes to achieve significant and positive change.

With the Obama campaign universally acknowledged as the most successfully marketed presidential campaign of all time, the future of political marketing is fiercely contested, provoking a wealth of high quality scholarship from across the globe. This work provides an accessible introduction to the field, international in both content and authorship, which will set the direction of future research. This book contains cutting edge contributions written by academic experts and informed practitioners but will also have a cohesive structure, containing emerging areas and authors alongside established ones. The handbook addresses the practicalities as well as the broader impact of political marketing on politics including its' role in the changing relationship between political leaders, parties and voters.

This article provides a fresh perspective on political leadership by demonstrating that government ministers take a deliberative approach to decision making. Getting behind the closed doors of government through 51 elite interviews in the UK, US, Australia, Canada and New Zealand, the article demonstrates that modern political leadership is much more collaborative than we usually see from media and public critique. Politicians are commonly perceived to be power-hungry autocratic, elite figures who once they have won power seek to implement their vision. But as previous research has noted, not only is formal power circumscribed by the media, public opinion, and unpredictability of government, more collaborative approaches to leadership are needed given the rise of wicked problems and citizens increasingly demand more say in government decisions and policy making. This article shows that politicians are responding to their challenging environment by accepting they do not know everything and cannot do everything by themselves, and moving towards a leadership style that incorporates public input. It puts forward a new model of Deliberative Political Leadership, where politicians consider input from inside and outside government from a diverse range of sources, evaluate the relative quality of such input, and integrate it into their deliberations on the best way forward before making their final decision. This rare insight into politician's perspectives provides a refreshing view of governmental leadership in practice and new model for future research.

This article provides a fresh perspective on political leadership by demonstrating that government ministers take a deliberative approach to decision making. Getting behind the closed doors of government through 51 elite interviews in the UK, US, Australia, Canada and New Zealand, the article demonstrates that modern political leadership is much more collaborative than we usually see from media and public critique. Politicians are commonly perceived to be power-hungry autocratic, elite figures who once they have won power seek to implement their vision. But as previous research has noted, not only is formal power circumscribed by the media, public opinion, and unpredictability of government, more collaborative approaches to leadership are needed given the rise of wicked problems and citizens increasingly demand more say in government decisions and policy making. This article shows that politicians are responding to their challenging environment by accepting they do not know everything and cannot do everything by themselves, and moving towards a leadership style that incorporates public input. It puts forward a new model of Deliberative Political Leadership, where politicians consider input from inside and outside government from a diverse range of sources, evaluate the relative quality of such input, and integrate it into their deliberations on the best way forward before making their final decision. This rare insight into politician's perspectives provides a refreshing view of governmental leadership in practice and new model for future research.