Working on the Razor's Edge
Sharon H. Mastracci is an associate professor at the University of Illinois at Chicago. She conducts research in human resource management and employment policy and has been published in a wide range of publications, from Policy Studies Journal to Public Voices. She received the Rita Mae Kelly award for outstanding research on womens issues. She also serves as chair of the Public Administration Section of the American Political Science Association., Mary E. Guy is professor and director of the Master of Public Administration program for the School of Public Affairs at the University of Colorado Denver. Her research and teaching interests focus on the human processes involved in public service delivery, and she has published a number of books and articles on the subject. Her work has been honored by the American Society for Public Administration, the Academy of Management, the journal Public Administration Review, and by multiple faculty mentor awards. She is a Fellow of the National Academy of Public Administration, past president of the American Society for Public Administration, and past chair of the Commission on Peer Review and Accreditation., Meredith A. Newman is professor and chair of the Department of Public Administration at Florida International University. Prior to her career in academia, Newman served with the Australian Department of Foreign Affairs (in France and Vietnam), the U.S. Department of State (in Senegal, Malaysia, and Singapore), and the World Bank. She is widely published in the areas of public management, human resources and gender, and the emotive aspects of work. She is the recipient of several awards, including the Editors Choice Award, Public Administration Review. Newman is past chair of the Commission on Peer Review and Accreditation, vice president for North America, International Association of Schools and Institutes of Administration; immediate past president of the American Society for Public Administration; and a Fellow of the National Academy of Public Administration.
Chapter 1 Emotional Labor as Public Good and the State as Harbor of Refuge; Chapter 2 A Blind Spot in Public Administration Theory But Not in Practice (still); Chapter 3 Human Capital Issues; Chapter 4 Communicating Competence and Cultivating Trust; Chapter 5 Who Gets the Blame? Who Gets the Credit?; Chapter 6 Of the People; Chapter 7 Professional Standards and Discretion in Crisis Response; Chapter 8 Reflections on the Why, How, and What of Emotional Labor;