Suchergebnisse

For the past two decades, governments at all levels have increasingly focused their human resources management efforts on developing effective e-recruitment and branding strategies in an environment of hyper technological change. For many public organizations, these efforts have centered on posting essential vacancy announcement information on their institutional employment web sites, but more technologically savvy organizations have rapidly begun to adopt multifaceted and innovative approaches to recruiting new employees through the use of Web 2.0 technologies and third-party e-recruitment networks. While there is a growing body of research documenting the increasing use of these new technologies in the public sector, this article seeks to add to the existing literature by proposing a typological framework of e-recruitment adoption and its impact, using the proposed framework to highlight the e-recruitment efforts of a select group of public employers and discussing the utilization of third-party e-recruitment technologies.

This article overviews the federal government's most recent initiative to improve its hiring processes, the End-to-End Hiring Roadmap. The Roadmap was developed through a joint partnership with the U.S. Office of Personnel Management and the federal Chief Human Capital Officers Council, and it is intended to provide a detailed improvement plan for federal agencies to follow in the areas of workforce planning, recruitment, hiring, security and suitability, and orientation. This article overviews the specific components of the Roadmap and addresses its place within the context of existing strategic human capital management initiatives. Last, prospects for a successful adoption of the Roadmap are discussed.

Given the importance of competitive public sector wage rates in the recruitment and retention of talented employees, this article seeks to shed light on the determinants of competitive state government wages. Using panel data from the U.S. Bureau of Labor Statistics' Current Population Survey, public—private wage gaps are estimated for all 50 states between 1987 and 2002, and an explanatory analysis of the determinants of state-level public—private wage gaps is performed. Results indicate that, on average, state government employees enjoy a wage premium across the years covered, but when separated by gender, female state employees are found to experience an average wage premium, whereas male state employees are found to experience an average wage penalty. Surprisingly, state fiscal capacity is found not to influence state public—private wage gaps, but in particular cases, state unemployment, citizen liberalism, and unionization are found to be positively.

This paper seeks to examine how federal financial support of academic scientists shapes their collaborative behavior. More specifically, it investigates two questions: (i) are there threshold sizes of federal grants that have effects on collaboration? and (ii) do the threshold sizes differ by discipline? To test and model these questions, this paper uses data collected in a 2004–2005 survey by theResearchValuingMappingProject (a project based atGeorgiaTech and led byBarryBozeman) of 2,086 academically based research scientists and engineers. The analysis in this paper reaffirms the positive relationship between federal funding and collaboration seen in previous works, but the findings suggest that there is in fact a threshold effect—as the positive relationship has a diminishing influence. The findings of this paper are more limited with respect to how academic disciplines' threshold levels differ. The results indicate a difference in the threshold levels between disciplines for three of the eight models.