ABSTRACT
This chapter discusses the myths and realities of public employment in the United States. It also discusses contemporary human resource management (HRM) role expectations for elected and appointed officials, HR directors and specialists, and managers. The chapter explains how elected and appointed officials, managers and supervisors, and personnel directors and specialists share responsibility for public HRM functions. It describes how systems affect public HRM functions in practice. The chapter also describes some design dilemmas faced in public personnel systems. It explores the four key HRM roles: technician, professional, educator, and mediator. The chapter examines the technical, ethical, and professional competencies needed for a career in public HRM and tell how to get them. In the public's view, federal employees symbolize government bureaucracy. Three groups share responsibility for public HRM: elected and appointed officials, personnel directors and specialists, and other managers and supervisors.
