As the personnel function becomes more complex and sophisticated, small public organizations without a personnel unit are increasingly at a disadvantage. Through a survey of park districts, the author analyzes how the personnel function is administered in small public organizations. Questions investigated include how large a public organization must be before it starts to centralize the personnel function and how centralization affects the distribution of personnel activities and the involvement of line managers.
DesaiUday; HammanJohn; and MitchellThomas. “Renewing Public Service: Personnel Practices in Illinois Local Government.” Edited by GoveSamuel K.DeKalb, IL: Northern Illinois University, Illinois Association of Graduate Programs in Public Administration, 1992.
3.
EvansVan M. “Recruiting Advertising in the 80s.” Personnel Administration23 (December, 1978):21–35.
4.
HaysSteven W., and KearneyRichard C. eds. Public Personnel Administration: Problems and Prospects. 2nd ed. Englewood Cliffs, N.J.: Prentice-Hall, 1990.
5.
HaysSteven W., and ReevesT. Zane. Personnel Management in the Public Sector. Boston: Allyn and Bacon, 1984.
6.
HeiselDonald W. “Administering the Personnel Function.” Local Government Personnel Administration. Edited by CrouchWinston W.Washington, D.C.: International City Management Association, 1976.
7.
Illinois Association of Park Districts and Illinois Parks and Recreation Association. Membership Directory 1991–92. Springfield, IL: Illinois Association of Park Districts, 1991.
8.
SchulerRandall S.Managing Human Resources, 4th ed. St. Paul, West Publishing Co., 1992.
9.
Telephone interview. David Price with the Illinois Association of Park Districts. Springfield, IL, July, 1992.
10.
YodarDale, and StandoharPaul D.Personnel Management and Industrial Relations. 7th ed Englewood Cliffs, N.J.: Prentice-Hall, 1982.
11.
WilsonThomas D. “Illinois County Personnel Survey.” Unpublished 1991 survey. Copy in possession of author.
