Puad 5340 d 01 module 5 lecture

Values Impacting Government Personnel Practices
▪ Strong executive leadership
▪ Politically neutral competence
▪ Mirrors demographic composition

Politically Neutral Competence
Early civil service reforms
Anti-patronage
Fear of immigrant influence
Public personnel administration and human
resources development
Impacts public policy making
Impacts performance
Partisan political values

Human Resources and
Personnel Concerns
▪ Impacted by diversity, size and scope of
contemporary government
▪ “Big government” political issue
▫ Size of state/local government has
increased more dramatically
▫ Higher proportion of state/local
government budgets for personnel

Changes in Public Personnel Administration
Increases in national government civilian
employment have not kept pace with population
growth
Increased turnover rates
Spending reduction initiatives
Reductions-in-force/downsizing
Mandates contributed to increases in state/local
government employees
Interoperability

Evolution of Public
Personnel Administration (1 of 2)
Government by gentlemen
Quasi-aristocracy; nepotism
Government by the common person
Pendleton Act (1883); egalitarianism
Government by the good
Elimination of corruption
Government by the efficient
Merit system maintenance; political neutrality

Evolution of Public
Personnel Administration (2 of 2)
▪ Government by administrators
▫ Brownlow Report; Senior Executive
Service
▪ Government by professionals
▫ Focus on recruiting and skills testing
▪ Government by citizens, experts and results
▫ Technology; citizen participation

Merit versus Patronage
Merit system
▪ What you know
▪ Competence
▪ Continuity in system
▪ Achievement-oriented criteria
Patronage
▪ Who you know
▪ Deep loyalties
▪ Strong leadership
▪ Ascriptive
criteria

Formal Arrangements and Tasks of Personnel
Administration
▪ Office of Personnel Management
▫ 90% of national executive-branch
employees
▫ General Schedule
▫ Executive Schedule
▫ Interagency mobility

Administration
▪ Position classification
▫ Written description of responsibilities
▫ Weighting of some job features
▫ Provides for reviews and audits
▫ Concerns about narrow specialization
▫ Broadbanding

Administration
▪ Recruitment, examination and selection
overlap
▫ Prestige and compensation issues
▫ Recruitment increasing, restrictive
requirements decreasing
▫ Exam process complex; bias issues
▫ Selection processes varied
▫ “Rule of three” and veterans’ preference

Administration
▪ Compensation issues
▫ Minimum economic needs
▫ Work importance, quality and quantity
▫ Comparability of pay scales
▫ Locality pay variations
▫ Pay gap (average is 22%)
▫ Looming “pension bubble”

Collective Bargaining and Personnel Reform in the Public
Sector
Labor-management relations
Employees choose to organize
Greater sharing of workplace control
Structured relationships
Public sector bargaining includes political
process influence, multilateral bargaining,
monopoly-like essential public services

Dimensions of Bargaining
Source: Courtesy of Irving O. Dawson, and developed for the Division of Public Employee Relations, U.S. Department of Labor

Historical Development of
Public-Employee Organizations
National Labor Relations Board (1935)
Kennedy's Executive Order 10988
Increase in (labor) regulatory agencies
Civil Service Reform Act of 1978
Reform protected employment system
Spell out merit principles and practices

Historical Development of
Public-Employee Organizations
Civil Service Reform Act issues:
Performance appraisal uncertainties
Disputes on salary caps, bonuses, merit pay
increases
Dissatisfaction for career bureaucrats AND
political appointees
Labor relations picture for national government
differs from private sector

Changes in Union Membership:
1948-2009
Source: Bureau of Labor Statistics, 2010.

Collective Bargaining Cycle
1. Labor organizing efforts; union seeks recognition as agent
2. Bargaining team selection by employees & management
3. Define scope of bargaining
4. Proposals and counterproposals
5. Reach agreement at negotiating table
6. Submit agreements to ratification vote
7. Resolve impasses (mediation, fact finding, arbitration, or
referendum)
8. Possible strike
9. Sign contract, collaborate in implementation provisions

Issues in
Labor-Management Negotiations
▪ Productivity bargaining
▪ Strikes and job actions
▫ “Blue flu” or work slowdowns
▪ Uncertain future of public-sector collective
bargaining
▫ Higher personnel costs with bargaining
▫ Reduced flexibility of government budgets

Developments in Personnel Administration
▪ Erosion of affirmative action and comparable-
worth efforts
▫ Reverse discrimination
▫ University of Michigan decision
▪ Changing guidelines for patronage
▪ Federal reorganizations driving new
directions in personnel management

Affirmative action legislation
Executive Order 10925 (1961)
1964 Civil Rights Act
1972 Equal Employment Opportunity Act
Equal Employment Opportunity
Commission
Comparable worth legislation
Equity Pay Act of 1963

▪ Personnel policy and politics
▫ O’Hare Truck Service, Inc. v. City of
Northlake
▫ Hatch Act challenges
▫ Concerns over presidential influence
▫ Tendency to blame public sector
employees for private sector failures

▪ Reforming personnel management
▫ National Performance Review proposals
▫ Competitive outsourcing strategy
▫ Impact of alternative personnel systems
(APS) unclear

Perspectives and Implications
Past practices questioned
Future changes?
Impact of courts on patronage
Public backlash against quotas and affirmative
action
Increased privatization
Obama administration working to increase public
perception of civil service

Puad 5340 d 01 module 5 lecture

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Puad 5340 d 01 module 5 lecture