bluuebunny/crossref_metadata_2025 huggingface dataset:
The past as Prologue?
Authors: Adler Joseph
Published: July 2015

Of the approximately 20 million public employees in the United States, more than eight million are either members of or represented by labor unions—a penetration rate of just over 40 percent. What is remarkable about this phenomenal growth is that most of the expansion of union activity in government has occurred within the last 40 years, and almost mirrors the decline of union strength in the private sector.

The rise and fall of labor in the private sector is a backdrop to the growth of public sector collective bargaining. Explanations for the dramatic increase in government union activity can be explored from a number of different perspectives. Current public policy efforts to reform civil service and allow managers greater flexibility are seen by some researchers as having the potential to impact the ability of public sector unions to represent their members effectively.

The recent split within the AFL-CIO may also have consequences affecting public sector union activity. Costly and self defeating jurisdictional disputes can arise and subsequently lead to a decline in membership strength. On the other hand, increased competition can serve to reinvigorate the entire labor movement in much the same way that the original split between the AFL and CIO resulted in massive private sector organizing efforts and dramatic, if temporary membership gains.
Performance Management for Public Personnel: Multi-Analysis Approach toward Personnel
Authors: Bilgin Kamil Ufuk
Published: July 2015

This study, based on the author's experience of organizational research done in three different large government agencies (namely the Administration of Disabled People under the Prime Ministry, the General Directorate for Social Services and Protection of the Child, and the General Directorate of Highways) in his country, examines some of the steps involved in implementing an organizational reform for the public personnel according to performance management in public administration in order to, as a consequence, ensure that performance management becomes more effective for the public personnel. In line with this concept there is the need to put forward more measurable targets in order to determine performance goals of human resources within the agency, which means increased success in work.
Federal Employees with Disabilities with Regards to Occupation, Race, and Gender
Authors: Kim Chon-Kyun
Published: July 2015

This study examines the distribution of federal employees with disabilities with regard to occupation, race, gender and department through an analysis of the recent demographic data on full-time disabled employees in the federal civil service. With regard to race or gender, the occupational distribution of federal employees with disabilities is not significantly different from that of federal employees without disabilities. Like employees without disabilities, disabled employees appear to be linked to racial or gender stereotypical roles and occupations in the federal civil service. Additionally, a certain racial, ethnic or gender group with disabilities continues to be overrepresented or underrepresented in a certain occupation. Furthermore, disabled white-collar employees or applicants do not necessarily seem to have an advantage over disabled blue-collar employees or applicants.
Transforming Higher-Level Civil Service in a New Age: A Case Study of a New Senior Civil Service in Korea
Authors: Kim Pan Suk
Published: July 2015

During the last couple of decades, the improvement of senior leadership qualities became the focus of public service reform around the world. There is a wide range of countries that formally recognize a distinct group of senior civil servants with special roles and needs. Along such a global trend, the Korean government introduced it on July 1, 2006. It is expected that the senior civil service will serve as a key link between political executives and the rest of the career civil service. However, establishing senior management does not just mean modifying the profile of senior officials. It requires the reorganization of a strategically managed separate group trained to cope with new demands and sociopolitical environmental changes. Accordingly, the purpose of this paper is to review the establishment of the senior civil service, one of the hottest current issues in the Korean government's public service reform.
Legislating for Best Practice HRM: The New Zealand Approach
Authors: Edgar Fiona , Geare Alan
Published: July 2015

In New Zealand, the government has mandated for employers in the public sector to be “good employers” (§ 56, State Sector Act 1988). According to the directive, a “good employer” is one who engages in best practice HRM. Thus, a unique opportunity exists to see if best practice HRM can be achieved through regulation. This paper explores this by examining how the good employer directive has influenced HRM policy development, practice and outcomes in the public sector. This study finds a directive to engage in best practice HRM positively impacts on formal policy adoption and the number of practices operating in public sector workplaces and some positive outcomes for EEO are also identified. Public sector employers attribute these outcomes to the directive. This would suggest regulation in the area of HRM could be effective in producing desirable employment practices.
Comparing Public and Private Choices of Managed Health Care Plans: Rhetoric versus Reality
Authors: Reddick Christopher G.
Published: July 2015

The rhetoric is that the public sector provides broader coverage and more affordability of health benefits to its employees than the private sector. This study examines the reality of public and private health plans. It focuses specifically on the three types of managed care plans: Health Maintenance Organizations (HMO), Preferred Provider Organizations (PPO), and Point-of-Service (POS) plans. An examination of health care benefits is especially important given the double-digit rise in premiums since 2001. This article first focuses on the literature showing differences in health benefits in the public sector compared with the private sector. The literature on the factors that influence choice of managed care plans are also examined. The results reveal that public sector health care costs are slightly higher and fewer plans are offered to its employees. There are fewer alternative health care options, such as high deductible health plans and health savings accounts, as compared with what is offered by the private sector. In addition, the logistic regression results reveal that there are significant differences between the public and private sectors in types of plans offered, controlling for organizational and community factors, characteristics of health care plans, and opinions of human resources (HR) managers on controlling costs.
Hispanics and Anglos: The Role of Group Composition on Satisfaction
Authors: Ash Steven R.
Published: July 2015

Modern public and private organizations have to deal with several key changes in their human systems, including increased diversity, and continued reliance on teams. In this study, emphasis is placed on understanding the satisfaction of individuals as they work in groups of mixed ethnicities. In an experiment, Hispanics, who make up the largest minority group in America, and Anglos (Whites) were randomly arranged into all possible compositions of four-member teams, and individuals' satisfaction was measured. Results indicate that the perception of differences between members of the ethnic groups was enough to influence the satisfaction scores so that when a minority (Anglo or Hispanic) was placed into a group, the average satisfaction scores dropped significantly. Implications of this finding are discussed.
Policies for Managing the Training and Development Function: Lessons from the Federal Government
Authors: Clardy Alan
Published: July 2015

The administration of employee training resources is guided, in part, by laws and regulations. This is exemplified in the case studied here of federal employee training. After reviewing the literature on the use of human resources development (HRD) policies, the policy framework that guides the administration and delivery of training to the federal workforce is described in terms of role requirements for various members of the HRD federal workforce, as well as in terms of specific policies across a variety of HRD practice areas. The practical effects and implications of using policy for HRD practice are considered. A generic list of HRD policies applicable to any employment setting, derived from the federal examples, is provided. Future research directions are identified.
Nursing Generations in the Contemporary Workplace
Authors: Blythe Jennifer , Baumann Andrea , Zeytinoglu Isik U. , Denton Margaret , Akhtar-Danesh Noori , Davies Sharon , Kolotylo Camille
Published: July 2015

Preserving a viable workforce is contingent upon recruiting and retaining more young people and persuading older workers to remain with the organization. The success of these efforts may depend on offering appropriate incentives to workers in different age cohorts. Although only limited research has been carried out on the topic, findings have consistently shown that the workforce consists of generational groups with different attributes and priorities. This mixed-methodology study uses survey and focus group results to explore some of the differences among age cohorts of nurses in three Canadian hospitals. The research revealed significant differences in career commitment; affective, normative, and continuity commitment to the organization; job satisfaction; stress and emotional exhaustion; depersonalization; personal accomplishment; and propensity to leave the hospital. This article concludes with recommendations for policies that address the needs of nurses of different ages.
The Next Generation of Leadership Assessments: Some Case Studies
Authors: Gowing Marilyn K. , Morris David M. , Adler Seymour , Gold Mitchell
Published: July 2015

In this article, we provide a brief overview of leadership theory and research, some background on the traditional assessment center process, and detailed descriptions of three of the latest approaches to leadership assessment, along with case studies drawn from public and private organizations. The three approaches include the Telephone Assessment Program, LEADeR, and video-based assessment centers. We conclude with some suggestions for new directions in leadership simulation design.
The Relation between Managers' Emotional Intelligence and the Organizational Climate They Create
Authors: Momeni Nona
Published: July 2015

The morale and emotional behavior of a manager has an important effect on organizational climate. Research shows that more than 70% of employees' perceptions of organizational climate result directly from a manager's morale and behavior, which stimulates employees' morale, emotions, and behaviors. The aim of this research is to study the relation between the emotional intelligence of managers and the organizational climate they create. Thirty managers were randomly selected as a sample, and the emotional intelligence of each manager and their organizational climates were measured by questionnaires using a 360-degree feedback approach. The managers' results were compared with those from another 140 supervisors, peers, and Regression analyses showed that there is a positive correlation between the emotional intelligence of managers and organizational climate. The results of the analyses also show that among emotional intelligence's factors, social awareness and self awareness have more influence on organizational climate, while among organizational climate factors, credibility is most influenced by managers' emotional intelligence.
The Importance of Employee Health Benefits to Public and Private Sector Organizations
Authors: Reddick Christopher G.
Published: July 2015

This article examines the importance benefits managers attach to employer-sponsored health benefits in the United States. The study compared the perceived importance of health benefits offered to employees in the public and private sectors as seen through the lens of their benefits managers. The source of the data for the analysis was a national survey of health benefits conducted by the Kaiser Family Foundation and the Health Education Research Trust. The results demonstrate that public sector managers view health benefits as more important to their organizations than do private sector managers. The findings also demonstrate that characteristics of existing plans, organizational attributes, and types of managed care plans have an impact on the importance that benefits managers attach to health benefits. An implication of this study is that employee satisfaction and productivity can be enhanced with the provision of health benefits. This finding is especially the case for public sector employees.
Position Islands on the Career Sea: An Evaluation of the Open Competitive Position System in Korea
Authors: Kim Sangmook
Published: July 2015

In the 1990s, the Korean civil service was more criticized for its lower levels of competitiveness and productivity than was the private sector due to excessive job security and seniority-based personnel management under the career civil service system. To overcome the prevailing problems, the Korean government introduced the Open Competitive Position System (OPS) in 1999. The goal of the OPS is to appoint the most qualified persons to certain positions through open recruitment from both the public and private sectors. Under the new system, about 20 percent of senior positions are open to outside candidates, whereas the others are under the career-based system. In 2005, there were 156 OPS positions in 43 government organizations. Analyzing the several survey results and statistics from 2000 to 2005, this study evaluates the implementation of the OPS by reviewing its appropriateness, overall trend, performance, spillover effects, and problems and limitations. The study concludes that the OPS positively performed for more than five years. The OPS has shown that the government must open more jobs to competition from the outside if it wants to be more competitive.
Local Government Wellness Programs: A Viable Option to Decrease Healthcare Costs and Improve Productivity
Authors: Benavides Abraham David , David Haillee
Published: July 2015

In an effort to reduce the rising costs of health care many local governments are turning to alternative and innovative strategies to mitigate the problem. One solution has been to offer a wellness program for employees. The article reviews the research on employee assistance programs and differentiates between them and the current wellness programs that are in place today. Wellness programs have proved to be cost effective and the return on investment has been well worth the initial cost. A recent study is reviewed to show the current profile of wellness programs in the Dallas-Fort Worth Metroplex. More local governments in this area have initiated wellness programs and the results so far have been encouraging. The article argues that, though wellness programs at the local level of government are not new, they have been repackaged as a positive alternative to reduce costs. A win/win situation arises for the public employee when their health is promoted and they are being productive stewards of tax payer dollars.
A Research on the Influence of Leadership Style and Job Characteristics on Job Performance among Accountants of County and City Government in Taiwan
Authors: Chu Li-Chuan , Lai Chun-Che
Published: July 2015

The objectives of this paper are to explore the effect of leadership style and job characteristics on job performance and examine the mediating effect of organization commitment on the leadership style, the job characteristics and the job performance as well as to provide the management suggestions according the research findings.

The questionnaires are applied to the accountants of county/city government in Taiwan, and the convenience sampling is adopted. The following research findings are described after conducting the statistical analyses. Firstly, this research finds that the more idealized influence for the county/city mayor is, the stronger ability of problem solving for the associated accountants are. In addition, the better management by exception conducted by the mayor, the more ability of problem solving for accountants exists, and therefore the higher passion of innovation happens. Secondly, this research also reveals that the more job autonomy, job importance, and job diversity happen, the stronger ability of problem solving for the accountants are. Besides, the higher job autonomy for accountants exists, the higher passion of innovation happens. The mediating effect of organization commitment was found between transformational leadership and job performance. It indicates that organization commitment would be a mediator between transactional leadership and job performance.
Creating a Motivated Workforce: How Organizations Can Enhance and Develop Public Service Motivation (PSM)
Authors: Jacobson Willow S.
Published: July 2015

The impact of organizational action on the enhancement and development of public service motivation (PSM) was explored through interviews with mid-level managers at two federal agencies. Participants expressed substantial individual variation in their initial reasons for pursuing government employment, with a large majority citing pragmatic reasons rather then the altruistic ones PSM research might indicate. However, individuals' conceptions of public service motivation are dynamic over time and change as those individuals move through organizational levels and positions. This research was undertaken in response to the call for more investigation into the practical implications of PSM for public employers, and results indicate that organizations can have a distinct impact on the development and framing of employees' public service motivation.
The Influence of Employee Referrals on P-O Fit
Authors: Hsieh An Tien , Chen Ying Yu
Published: July 2015

Kristof noted that employees recruited through special programs have a higher P-O fit than those recruited through general approaches. However, the study of Saks and Ashforth found that employees recruited by informal methods have a poorer person-organization fit (P-O fit). The essence of special and informal recruitment methods should be similar, but the employee referrals (ER) program is an informal recruitment method frequently adopted by businesses. What, then, is the P-O fit of employees that are recruited through ER? This study discovered that the work-related information provided at the time of making the referral easily causes a substantial perceptual gap in employees, leading to a poor P-O fit. As those that make referrals are not professional recruiters, they may not provide the essential information relevant to the firm's recruitment. Consequently, the job applicant would likely form a mistaken perception and join the firm under erroneous expectation, resulting in poor P-O fit after entering the company.
The Organization of Affirmative Action Programs in 49 U.S. Federal Agencies
Authors: Hutchison Robert W. , Walton Eugene , Brawner Joseph
Published: July 2015

“The most significant finding of the whole survey is that there is a general absence of direct or even indirect involvement of directors (and offices) of personnel in affirmative action planning and implementation.”
Job Satisfaction among State Executives in the U.S.
Authors: Grupp Fred W. , Richards Allan R.
Published: July 2015

“A recent survey of high-level, appointed executives in ten states reveals that they are very satisfied with their jobs. They rank their current occupation nearer to ‘ideal’ than did previously surveyed federal or business executives, and they prefer working for state government to employment with the federal government or in private business.”
Personnel Testing and the Search for Alternatives
Authors: Davey Bruce W.
Published: July 2015

Increasing pressure is being applied to replace written ability tests with alternative employee selection procedures. Ironically, such alternatives are usually adopted without examining their validity. The author examines common alternatives to written ability tests and evaluates their typical effectiveness using four major criteria — Validity, fairness, administrative feasibility, and candidate acceptance. This evaluation reveals that there is usually a tradeoff when written tests are replaced with other selection devices, and that the tradeoff usually involves sacrificing validity for one of the other three elements. The author suggests that considering alternative approaches to using written test results may often be more fruitful than abandoning them in favor of non-testing alternatives.
A Bridge Collapse and Personnel Selection
Authors: Springer James P.
Published: July 2015

What is the condition of the human infrastructure of government organizations? Personnel professionals, especially selection specialists, have a responsibility for assessing the level of quality across the organization and being concerned with the quality of that organizational entity. A model of evaluation for the human infrastructure would point out problems of concern for the personnel professional who must select, develop, and maintain the qualified work force for this infrastructure.
Futurism and Futurists in Personnel
Authors: Hunt Thelma
Published: July 2015

Personnelists looking toward the future in personnel assessment and personnel administrators more generally are concerned with their own roles and the images which their roles will create in the broad perspective of management. This article addresses itself to these concerns in a discussion of professionalization in personnel. More specifically, the article covers particular areas demanding personnel attention in the future. Some of these are old acquaintances with new demands — As, the work place and the work force, psychological testing, older workers, the handicapped. The effects of the new technologies, especially as related to computers are considered. Some concerns are relatively new acquaintances to assessment personnelists, as their roles in human resource management. The aim has been to treat the topic of futurism and futurists in such a way as to be practical as well as visionary in guiding Public Personnel Management readers.
Strategies and Tactics for Productivity Improvement: Implications for Public Personnel Managers
Authors: Neugarten Dail A.
Published: July 2015

Productivity improvement efforts often neglect two critical aspects concerning organizational management: impacts on organizational redevelopment and effects on personnel management practices. Strategies for improving management, human resources management, and enhancing quality of worklife are examined. The implications for personnel policies, compensation and classification, employee motivation, performance review, and labor-management relations are highlighted as critical factors in the success or failure of a productivity improvement effort.
Public Safety Industrial Disability Retirements in California: A Challenge for the Personnel Specialist
Authors: Harrison Emily
Published: July 2015

The alarming increase in the numbers of public safety members leaving the active ranks on disability retirements, coupled with inequities in the judicial and legislative framework of the California workers' compensation system, have created a crisis for local governments in California. The article explores the background of the current crisis, and proposes potential solutions in the public policy and the personnel specialist domains.
HRD: Better Service through Credentialling?
Authors: Kenny John B.
Published: July 2015

More is and will be expected of public service employees. Human resource developers, trainers and educators can do much to help the public service move more assuredly into meeting the changing demands of the public in what is becoming an information oriented society. One of the ways in which the government of Ontario, Canada has determined it can better serve its public, was in the restructuring of the human resources management of the Public Service. A letter from the Premier of the province to the 80,000-member civil service, outlining some of the objectives of the government, and a summary of the March 1986 Report “Managing Human Resources in the Ontario Public Service” are cited. The call was for more clearly communicated goals and policy priorities, training and workplace enhancement, and regular feedback on employee performance. The author's personal view is that the time is ripe, in both the public and private sectors, for the traditional role of staff developer to likewise be strengthened through an enhanced form of personal professional development, professionalization, and the promotion of a new image of the profession by their professional associations. A key link in the process is found in the credentialling question. A model and a personal appeal to “trainers” is put forward to address this question.
Productivity in the Public Sector: A Discussion of the Issues
Authors: Nordstrom Rodney R. , Lewinsohn Thomas , Hall R. Vance
Published: July 2015

There has recently been much public and political discussion about the efficiency and effectiveness of productivity programs offered by public sector organizations. One possible solution is to implement positive productivity programs for employees and managers. This article presents a discussion of seven critical questions from both an “outside” productivity consultant's perspective and an “internal” city personnel director's perspective.
Absenteeism and Flexible Work Schedules
Authors: McGuire Jean B. , Liro Joseph R.
Published: July 2015

This paper examines the effect on absenteeism of two forms of flexible work scheduling: a “true flextime” schedule in which workers could vary their hours on a daily basis, and “staggered fixed time” under which individual workers could vary their schedule on a quarterly basis. With the effect of demographic variables controlled, no reduction in absenteeism was found among the true flextime group. Rather, groups working under staggered fixed time showed lower rates of absenteeism.
Employee Incentives in the Public Sector: A National Survey of Urban Mass Transit Authorities
Authors: Deadrick Diana L. , Scott K. Dow
Published: July 2015

Managers in this decade are facing a number of challenges that hinge on the demand for increased productivity. This study focuses on the viability of financial incentive strategies to improve public sector productivity. The transit industry was chosen for the survey due to its interest in financial incentive programs (FIPs) and its concern with productivity. The data indicate that numerous FIPs are being used within the transit industry and that these programs are for the most part evaluated positively.
The Adoption of Health Promotion Programs by State Agencies
Authors: Gottlieb Nell H. , Lloyd Linda E. , Bounds Jean N.
Published: July 2015

Personnel directors of Texas state agencies were surveyed one month prior to and one year following the passage of the 1983 Texas State Employee Health Fitness and Education Act. This legislation allowed the agencies to use available funds and facilities for health promotion programs. Most of the personnel directors were aware of the Act and of the potential benefits of health promotion programs. There was general interest in learning more about health promotion, available community resources, and about the time and energy commitments in developing a program. Most believed they would implement programs in the future. In the year following the passage of the Act, 16 percent of the agencies, covering 30,852 employees, had received approval to begin programs. Size was positively related to plan development and approval. The results are discussed using diffusion theory.
Drugs and the Workplace: To Drug Test or Not to Test?
Authors: Cowan Terrence R.
Published: July 2015

Many companies and unions are becoming aware of workplace alcohol and other drug problems. They are in the process of identifying their options to determine the best course of action. One of the decisions they will make is whether or not to drug test. The article outlines a straightforward methodology useful for making a decision about drug testing. The approach is based on information provided in response to three questions: What is the extent of workplace drug problems? What strategies are available to deal with the problem and how effective are they? What are some guidelines to consider in a decision regarding drug testing?
The Evaluation of Employee Assistance Programs
Authors: Masi Dale A. , Goff Michelle E.
Published: July 2015

As employee assistance programs have gained popularity, more and more managers are asking for ways to prove that EAPs are cost-effective. Out of that need, the field of EAP evaluation was born. The author discusses the growing field of EAP evaluation—both qualitative and quantitative—and also raises some of the confidentiality issues that arise when third-party evaluations of EAP services are conducted.
Educating the Employee Assistance Professional: Cornell University's Employee Assistance Education and Research Program
Authors: Quick R. C. , Sonnenstuhl W. J. , Trice H. M.
Published: July 2015

This article outlines in considerable detail Cornell University's Employee Assistance Education and Research Program which is funded by the New York State Department of Alcoholism and Alcohol Abuse, in cooperation with the Christopher D. Smithers Foundation of Mill Neck, NY. It utilizes an academic curriculum in combination with field experience to further develop the EAP profession. It has been on-going since the Fall of 1985 in various New York State cities (Syracuse, New York, Rochester, and Albany) and will soon expand to include Buffalo and Long Island. The authors were assisted with implementation of the program by Bernard Flaherty, who acts as its co-director, and who is Director of the Central District of Cornell's Extension Division of the School of Industrial and Labor Relations. In addition, the article addresses a dilemma faced by personnel executives as they try to reach decisions about how to assure quality in the EAP programs, and in the personnel who staff them. On the one hand, they seek practical, applied programs that can be readily implemented and attractive to employees. On the other, there is a need to feel confident that the EAP personnel they employ are thoroughly acquainted with the workplace, and with the treatment place, and have a sound understanding of the emotional disturbances that cause troubled employees to be poor performers.
Government Morale and Management: A Survey of Federal Executives
Authors: Posner Barry Z. , Schmidt Warren H.
Published: July 2015

A dramatic decline in the quality of work environment and morale are documented in this study involving over 800 senior Federal administrators. Special problems affecting morale in public organizations are discussed, along with suggestions for meeting these challenges.
The Administrative Career of Dr. W. W. Stockberger
Authors: Johnson Eldon L.
Published: July 2015

The following article is reprinted from Volume I, no. 1, the Autumn 1940 issue of Public Administration Review. This article is reproduced to commemorate the accomplishments of Dr. Warner W. Stockberger, a pioneer and leader in the field of federal personnel administration. Readers may recognize Dr. Stockberger as the individual for whom IPMA's highest honor award is named, and as the first director of personnel for the U.S. Department of Agriculture. Among his many other accomplishments, Dr. Stockberger served as the first president of the Society for Personnel Administration. This article was written by Eldon L. Johnson, formerly editor of Public Administration Review, and administrator of the Graduate School of the U.S. Department of Agriculture. We thank him for allowing us to reprint this article as a tribute to the achievements of Dr. Stockberger.
Administrative Values and Cutback Politics in American Local Government
Authors: West Jonathan P. , Davis Charles
Published: July 2015

Fiscal constraints facing local governments and citizen resistance to tax increases have given impetus to cutback management. Some analysts have focused attention on the causes or consequences of reduced expenditures for programs and personnel while others have focused on strategies designed to buffer the impact of fiscal stress on public employees and the delivery of governmental services. A recent study by Klingner and Nalbandian indicates that cutback management can be viewed as an institutional response to conflict among the four basic values underlying public sector human resource management—political responsiveness, social equity, individual rights, and administrative efficiency. The authors test this model using data from a national survey of urban personnel managers. They conclude that the administrative values framework has limited applicability to the analysis of local cutback management and suggest that theory testing is inhibited by structural aspects of urban fiscal problems.
Anti-Nepotism Rules and Dual Career Couples: Policy Questions for Public Personnel Administrators
Authors: Reed Christine M.
Published: July 2015

An increasing number of dual career couples are now entering the job market. This trend poses important questions about the relevance of traditional personnel practices, such as anti-nepotism rules, which treat marriage and the family as potential sources of conflict in the work place. Professional couples may want to work together in the same organization, but anti-neoptism policies often prohibit such arrangements. A 1986 survey of public administrators in eight mid-western states revealed that a majority of respondents placed restrictions on the employment of married couples. While some commentators in the business sector have urged managers to repeal their anti-nepotism rules, their recommendation may be impractical in the public sector, where personnel managers operate in a political environment.
The Future and Federal Training
Authors: Newell Terry
Published: July 2015

When agency budgets must be cut, training is always an easy target. Such cuts may not be wise in the long run. Over the next 15 years, major changes in the demography of the Federal workforce and the technology it relies upon will require a major training investment. This will be necessary if performance and productivity are to be improved. The solution is not just more training money and staff but changes in where and how training is delivered.
Florida's Senior Management System: Performance in a Decentralized Administrative Context
Authors: Carnevale David G.
Published: July 2015

This article examines Florida's Senior Management System (SMS) and outlines substantial shortcomings in its operations. Several of the system's problems resulted in the complete demise of the SMS. Recent efforts to reform the SMS have been initiated by the Florida legislature. However, the author argues that insufficient attention has been paid to the possible relationship between the SMS's deficiencies and the decentralized administrative context within which it must operate. The author recommends the development of bridging mechanisms between Florida's central personnel agency and the executive agencies if system-wide objectives are to be achieved.
Implementing the Merit System in Ecuador
Authors: Mangelsdorf Karen Ruffing , Reeves T. Zane
Published: July 2015

This article explores the potential for implementing a merit-based personnel system in the developing nation of Ecuador. It describes Ecuadorean efforts beginning in the mid-1960's to reform a traditional personnel system based on personal and political patronage into a merit-based system. The authors examine merit system changes and failures within the Ecuadorean civil service in areas of employee security, position classification, compensation, employee development and growth, and performance evaluation. Data are collected from interviews with Ecuadorean governmental managers, university professors and expert observers. The researchers conclude that administrative reform efforts have led to only partial success in adoption of a merit-based personnel system in Ecuador. Although legislation and infrastructure necessary for merit system implementation are in place, certain political realities common to developing countries limit its scope and potential.
An Empirical Comparison of Self-Assessment and Organizational Assessment in Personnel Selection
Authors: George David I. , Smith Mike C.
Published: July 2015

While it can be accepted that we as human beings are capable of knowing and assessing ourselves, it is not clear whether such self-assessment information can be accurately reported and used in a predictive role. Self-assessment information was requested of 85 applicants before and after an assessment centre selection program. Those applicants employed provided self-assessments of job performance after 12 months on the job. Self-assessments were compared with organizational evaluations of performance at selection and after 12 months employment. The moderating effects of age, gender, intelligence, social desirability, work experience, and education were considered for each relationship. Results showed that generally self-assessment was unrelated to organizational assessments. Post-assessment centre self-assessments were significantly lower than self-assessments requested prior to the centre.
Longevity Pay in the States: Echo from the Past or Sound of the Future?
Authors: Kearney Richard C. , Morgan Kathy S.
Published: July 2015

This article examines state government policies on longevity pay. Extra compensation for employees at the top of a salary range, or those who have worked in state government for a specified number of years, is used as an incentive for reducing turnover and as a reward for continuing years of service in 26 states. Given the disappointing results of pay-for-performance systems and a widely-predicted labor shortage in the late 1990's, the value of longevity pay may become more apparent to public sector managers in the future.
The Civil Service Reform Act and Performance Appraisal: A Research Note on Federal Employee Perceptions
Authors: Daley Dennis M.
Published: July 2015

The Civil Service Reform Act was intended to transform the public sector. This paper draws upon surveys conducted in 1979 by the Office of Personnel Management and in 1986 by the Merit Systems Protection board to contrast federal employee perceptions towards performance appraisal. Identical or nearly identical items included in both surveys tap attitudes that indicate that the new objectives-based performance appraisal system does not appear to have garnered much in the way of added support. Perceptions regarding blanket ratings, participative objectives setting, feedback, the fairness of standards, and the fairness of ratings have changed but little. The change that has occured has been, for the most part, in the way of introducing uncertainty.
Polygraph Testing in the Public Sector: The Status of State Legislation
Authors: Wise Lois Recascino , Charvat Steven J.
Published: July 2015

Polygraphs and other lie detector tests are a controversial method for screening job applicants and investigating workplace behavior. Since the end of 1988, these tests have been banned as a job screening device in the private sector and their use in on-going investigations was greatly restricted. The Employee Polygraph Protection Act of 1988, which is the basis for these restrictions, does not apply to public sector workers. State and local government employees are subject to the laws in the state in which they work. There is a wide variation among the states in their positions regarding the use and restriction of polygraph tests. This article examines variations among the states in the use of polygraph testing and discusses some of the issues related to the use of such tests in public sector employment.
Functional Requisites of Human Resources: Personnel Professionals' and Line Managers' Criteria for Effectiveness
Authors: King Albert S. , Bishop Terrence R.
Published: July 2015

A comparative survey of organization evaluations of criteria for human resource excellence and relevance to line organization's needs describing attributes of effectiveness requisite to success in human resources is presented. The relationship between personnel managers' ranking of criteria, their perceptions of line managers' rankings of the criteria and what line personnel organizations actually value, discloses critical areas of agreement among personnel managers in comparison to discrepant perceptions of line organizations' evaluation of priorities for achieving effectiveness. Personnel managers' rankings of criteria for human resources (planning, staffing, appraising, compensation, training and developing, improving work relations, establishing effective work relations, and international personnel management) diverges from perceived and actual line managers' ordering of the same criteria. Objective and subjective differences indicate personnel managers simultaneously overvalue compensation, establishing work relations, training and development, appraising performance and undervalue line organizations' relative priority for planning, staffing, and improving work relations. Findings demonstrate descriptive insight of human resource organizations' extrinsic views and line managers in business corporations' intrinsic evaluations concerning organization efforts to achieve effective human resource management. Survey results highlight, with respect to criteria for managing human resources just how far out of sync personnel organizations are in crucial areas affecting line managements' human resources goals. Concomitant requirements for establishing better understanding of dialectics and more effective dialogue between line managers and personnel professionals in important areas are reviewed.
Preparing the Public Employee for Retirement
Authors: Siegel Sidney R. , Rees Beth Yvonne
Published: July 2015

This study of more than 725 federal, state and local governmental agencies reports on availability of preretirement planning programs for public employees. Current agency participation rates in preretirement counseling and projections for future programs were established along with content, administration, design, participation and other program characteristics. Results are profiled and compared with several similar studies of organizations within the private sector. The public sector's lag in both participation rates and innovation is documented. Most programs treat retirement as a point in time and fail to recognize it as a complex process and to design programs accordingly. Areas where existing programs need improvement are discussed along with agency perceptions of direct and indirect program benefits. Implications of these findings for future manpower planning strategies are presented.
Candidate Age as a Factor in Promotability Ratings
Authors: Cox Taylor , Nkomo Stella M.
Published: July 2015

This paper presents research addressed to understanding how candidate age affects promotability. A field study of 125 lower-level managers indicated that age had an inverse relationship with promotability for both young and older managers and also appeared to serve as a moderator variable for the job tenure and education factors. Job tenure and education were relevant criteria only for the younger managers. By contrast, job performance ratings were significant for both age groups. Alternative explanations for the results and the implications of the findings are discussed.
Establishing Wage Rates for Local Elected Officials: The Development of a Methodology
Authors: Ashbaugh Donald L.
Published: July 2015

Problems associated with determining an appropriate salary level for local elected officials are discussed. A decision process utilizing prevailing wage rates is presented as a means to assist decision makers responsible for setting salaries for elected officials. The process retains administrative discretion for the decision maker while providing a framework from which to operate.
Affirmative Action Plans in the 1990s: A Double-Edged Sword?
Authors: Robinson Robert K. , Allen Billie Morgan , Abraham Yohannan T.
Published: July 2015

Since the mid-1980s, affirmative action plans (AAPs) have come under ever increasing criticism. Many detractors argue that AAPs serve no purpose other than to veil thinly reverse discrimination against whites. In the twenty-five years since the passage of the Civil Rights Act of 1964, critics contend that substantial progress has been made in the area of equal opportunities for women and minorities and that affirmative action plans now have outlived their usefulness. Additionally, it is argued that affirmative action has created an employment spoils system in which people who actually never have experienced discrimination are reaping benefits at the expense of white males.1 This shift in public opinion was sufficiently strong in 1985 to encourage then Attorney General Edwin Meese to call for an amended Executive Order which would eliminate the “quota system,” referring to AAPs.2 President Reagan, however, did not amend the Executive Order and affirmative action remained throughout his administration and into the next.
Evaluating Employee Assistance Programs: Concerns and Strategies for Public Employers
Authors: Perry Ronald W. , Cayer N. Joseph
Published: July 2015

The growth in numbers of Employee Assistance Programs (EAP) in the public sector in recent years raises questions about their effects for employers. However, effective evaluation appears to be elusive. The article examines the special issues surrounding EAPs with particular attention to the unique setting of public sector programs. A broad evaluation strategy is recommended and outlined, and suggestions for its use are made.
The Changing Environment in Management Information Systems: New Roles for Computer Professionals and Users
Authors: Gauch Ronald R.
Published: July 2015

Advances in information technology and perceived dissatisfaction with MIS performance is leading users to take over their own systems development work. This does not mean an end to the MIS department, but a staff rather than line responsibility will be required as users become the dominant developer of information systems. For a successful transition, HRD will be expected to operate as a change agent helping both groups adjust to their new roles.
Personnel Management in North Carolina Municipalities: An Examination of Use, Size, and Structure
Authors: Daley Dennis M.
Published: July 2015

This study focuses on the extent to which modern personnel practices are used in North Carolina municipal governments. As such, it not only maps out the existence of these practices, but also the conditions and circumstances in which they occur. Recruitment and selection, compensation and benefits, employee rights and regulations, and performance appraisal practices are examined. In addition, the effect of city and organizational size and that of governmental structure (the presence of a professional manager) on these personnel practices is studied.
Minorities in the Majority: Implications for Managing Cultural Diversity
Authors: Rubaii-Barrett Nadia , Beck Ann C.
Published: July 2015

Increasing cultural diversity in both the public and private sectors has focused attention on the differences between various ethnic groups in their attitudes and performance at work. This study examines the similarities and differences in work climate perceptions and levels of job satisfaction among Anglo-American and Mexican-American employees of a general purpose local government. Mexican-Americans comprised a majority of the workforce studied, thus the observed differences in their work attitudes relative to the Anglo employees can be attributed to cultural differences rather than a numerical minority status. This study also provides some insight into the challenges that face public managers as the workforce becomes more socially representative. The results are used as a basis for developing specific recommendations for public sector managers and personnel administrators.