this is presentation everything is attached including the instruction fileplease make sure it is presentation so need slides of presentation
Presentation Instructions: · 3 parts · 1. Summarize newspaper article about bureaucracy/public service somewhere in the world · Newspaper source must be a valid newspaper source · No satirical sites, no Wikipedia, no academic sources, no blogs · Must be in English · Article must be no more than 12 months old · 2. Define a course concept · Any concept/theory/model from the course, either slides or textbook · Don’t just define it- provide some context, or why it is important · 3. Analysis · This is the most important phase. It is showing your mastery of course material · Link Part 1+2 together. How is the course concept reflected in the article, or how does the course concept help you to better understand the article? · 3-4 Minutes in length · Shorter than 3= not enough content · Longer than 4= not concise enough · You will be penalized for being too short, or for going over 4 minutes · No visual aids · No Powerpoint/posters/screen sharing · Do not make any Powerpoint slides or any visual aids. You can have what you need in front of you for presenting, but your recording should just be a video of you presenting. Submissions: · You must record yourself presenting. Note: You must have Audio AND Video for your presentation. Presentations must be submitted (on Moodle) by SUNDAY NOVEMBER 14th at 11:59pm. · If you cannot record yourself, you must set a time to present live to me, either on Microsoft Teams or Zoom. Email me or send me a Microsoft Teams chat message to set up a time. All live presentations must be completed by FRIDAY November 12th. · NOTE: Uploading video files to Moodle can be tricky because of the size of the video. You may need to compress your file. If you do not know how to do this, you either need to teach yourself using resources like YouTube, or you need to present live during office hours. If you wait until the last day and cannot upload it, you will be given a 0. Emailed files will not be accepted. Human Resource Management Human Resource Management (HRM) Human Resource Management HRM: the management of employees in an organization to maximize performance achieve the organization’s vision and goals HRM policies, plans, programs, and initiatives should: enhance the ability of the public service to provide high-quality products and services to citizens Maximize the efficiency of an organization Human Resource Management HRM covers: recruitment and selection of employees reward and motivation maintenance of employees skill development and training career progression performance appraisal, and formulating employment conditions, compensation and rewards 6 Core Values of Public Sector HRM (Daly) 1. Responsive to the public’s will Public sector employees act in the best interest of the citizens they serve Follow the policies put forward by elected officials BUT: should not break laws, or carry out the wishes of elected officials that violate core principles, such as conflict of interest If it is not in the best interest of the public, it likely should not be done Therefore HRM policies need to exist around whistleblowing (either to the public/media or superiors), or to legal authorities (like the police) 2. Social Equity Fair treatment of citizens and employees Policies and rules in place that monitor and punish forms of discrimination on behalf of public servants towards the public Policies exist for the hiring, retention, and promotion of all employees, sometimes with a special emphasis on certain minority groups Examples include affirmative action, equal employment opportunity, and diversity management 3. Mission Driven Focus Mission statements give organizations purpose, vision, and meaningful direction Outcomes are important, but so are meeting the organization’s goals Not always the same thing Example: Increasing a train’s speed, but it goes in the wrong direction Therefore HRM policies need to address issues like skill levels of employees Providing training to increase employee skill levels 4. Skills-Based Competency in Employment Practices Identifying and selecting individuals with the necessary talents and capacity to function effectively in their position A combination of educational level, position examinations predicting high job content knowledge, and on-the-job training 5. Professional Human Resource Competency Those heavily involved in the hiring, promotion, and other HR aspects have increasing levels of certification, training, and degrees HR professionals make decisions that impact who is hired the content of training and development provided to employees how to measure performance 6. Ethically-Based Organizational Culture Creating standards for improved ethical behaviors Public sector ethics are essential to democratic functioning of countries Extensive training for ethical behaviour How to follow Codes of Ethics How to act in difficult ethical situations HRM: Diversity Policies HRM: Diversity Policies Representative Bureaucracy The basic idea of representative bureaucracy is to have a public service that has the same statistical representation as the public which it serves Passive representation: just about statistical mirroring of the population No action on behalf of public servants is needed Active representation: statistical mirroring PLUS individual bureaucrats are expected to push for the interests of the groups they represent. Bureaucrats are trying to influence decisions, policies, and outcomes Passive Representation Argued to have a symbolic importance Demonstrates to diverse and minority citizens that: Public services are open and accessible to them Jobs are open to diverse groups Also: argument that if some bureaucrats are discriminatory in their own beliefs, they are less likely to act on these feelings if they have diverse colleagues Further, colleagues can be re-socialized- can learn to be more understanding or accepting of diverse groups, or can learn how to better respond to various needs Active Representation Initially warned against Idea that politicians should make decisions, not bureaucrats BUT: many argue that active representation is needed, because symbolic doesn’t go far enough *** Especially in cases where systemic discrimination is pervasive Active representation occurs when bureaucrats “press for the interests and desires of those whom he is presumed to represent, whether they be the whole people or some segment of the people” (Mosher, 1968, 12) Relying on HRM policies aimed at recruiting a diverse workforce as well as Cultural awareness training Active participation of all individuals, to give diverse individuals a voice (inclusion) Passive Diversity Policy: Equal Employment Opportunity Equal Employment Opportunity (EEO): policy that requires employers not to discriminate against individuals based on particular characteristics Like gender Race Ethnicity Religion etc Encourages the workforce to be more diverse in a passive way Organizations are not actively seeking to hire or promote employees Just not discriminating Limitations of EEO EEO can increase diversity BUT: in many cases- too passive. Does not require hiring of diverse employees Does not provide any guarantees for hiring or promotions, no programs or training for cultural sensitivity etc. Especially in places with deeply entrenched racism or discrimination- EEO is not enough to overcome it Passive Diversity Policy: Affirmative Action Affirmative Action seeks to reduce and remove employment discrimination as well More active action on behalf of organizations, for recruiting, hiring, and promoting minorities Primary tool: quotas Quotas are setting specific targets for hiring minorities Goes one step further than EEO, organizations seek to not discriminate, but also actively hire minorities Limitations of Affirmative Action Many organizations sought to fill quotas, without ensuring that minorities had the skills for the job Created a work culture of resentment Further: resulted in a lot of counter lawsuits “Reverse discrimination” Active Representation: Diversity Management Term “Diversity Management” originated in the US in the late 1980s in response to reports that the US population was going to change drastically in the next 30 years Began in the business sector. Lack of practices in order to attract and accommodate such a diverse workforce Followed by the public sector and service providers client base was about to change significantly EEO/AA practices insufficient, could not be extrapolated in order to manage for diversity. New policies necessary. Diversity Management “Managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences, which will include factors such as sex, age, background, race, disability, personality and workstyle. It is founded on the premise that harnessing these differences will create a productive environment in which everybody feels valued, where their talents are being fully utilized and in which organizational goals are met” (Kandola and Fullerton, 1994). Diversity Management in Action Cultural awareness Things as simple as understanding history can have large impacts in understanding why cultures differ, and why there may be some tensions between different groups. Knowledge can be a powerful tool in overcoming workplace tensions Sensitivity Training Overt discrimination is obvious, but other forms are less obvious to some Making individuals aware of “microaggressions” Management Training Managers are a key part of diversity management- if a manager does not care or is not interested, the broader policies will not work. Building diversity and inclusion into job descriptions Makes people accountable for these actions Benefits of Diversity Management More active than AA and EEO- reduces their limitations like hostile work environments More creative solutions to problems -avoidance of “groupthink” Higher employee retention levels minorities typically have higher turnover rates Higher levels of job satisfaction for all employees, not just minorities Makes minority employees feel more comfortable and motivated A way for government’s to achieve moral obligations to their constituents Healthy work environment attracts the best talent. Developing countries use DM as a method of attracting the most talented workers Limitations of Diversity Management Diversity Management programs have been very successful in some places, but not everywhere Time and Cost Not a one-time expense Tokenism Managers have to be very well trained and want to implement diversity management policies