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

doi:10.4324/9781315703442-16

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/Entry/Poem › Chapter

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 language	English (US)
Title of host publication	Innovations in Human Resource Management
Subtitle of host publication	Getting the Public's Work Done in the 21st Century
Publisher	Taylor and Francis
Pages	86-113
Number of pages	28
ISBN (Electronic)	9781317467878
ISBN (Print)	9780765623157
DOIs	https://doi.org/10.4324/9781315703442-16
State	Published - Jan 1 2015
Externally published	Yes

ASJC Scopus subject areas

General Economics, Econometrics and Finance
General Business, Management and Accounting

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10.4324/9781315703442-16

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

Abstract

ASJC Scopus subject areas

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