Strategic human capital management in federal government: Principles, strategies, and the case of nasa

Elwood F. Holton, Sean C. O’Keefe, Vicki A. Novak, David M. Walker

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

Human resource management (HRM) practices in the federal government have undergone a revolution that began in the mid-1990s and continues today. Commonly called strategic human capital management (SHCM), this revolution has paralleled a similar one in the private sector. Federal human resource (HR) officers are now called on to be strategic partners critical to accomplishing organizational objectives rather than administrative gatekeepers. Today, HR professionals in the public sector are called on to perform radically different roles demanding radically different competencies (NAPA 2001).

Original languageEnglish (US)
Title of host publicationInnovations in Human Resource Management
Subtitle of host publicationGetting the Public's Work Done in the 21st Century
PublisherTaylor and Francis
Pages86-113
Number of pages28
ISBN (Electronic)9781317467878
ISBN (Print)9780765623157
DOIs
StatePublished - Jan 1 2015
Externally publishedYes

ASJC Scopus subject areas

  • Economics, Econometrics and Finance(all)
  • Business, Management and Accounting(all)

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  • Cite this

    Holton, E. F., O’Keefe, S. C., Novak, V. A., & Walker, D. M. (2015). Strategic human capital management in federal government: Principles, strategies, and the case of nasa. In Innovations in Human Resource Management: Getting the Public's Work Done in the 21st Century (pp. 86-113). Taylor and Francis. https://doi.org/10.4324/9781315703442-16