Improving the Performance of Government Employees: A Manager's Guide
By: Stewart Liff (author)Hardback
1 - 2 weeks availability
With public scrutiny intensifying every day, optimizing the performance of government employees and departments is more critical than ever before. And just as in the private sector, the key for managers is to understand how different management systems perform individually and interact with one another. This book examines the roles and challenges of structural and technical systems, information and decision-making processes, rewards systems, and human capital management, and shows managers how to: deliver clear and consistent messages to all employees; position employees and units to provide the best possible service to the public; hold them accountable through clear expectations and measurable goals; and work with a strong leadership team to maintain, adjust, and improve all procedures. Liff devotes a chapter to each system and discusses its impact on overall performance as well as how to work proactively and innovatively to implement changes that will make a big difference. Including real-world government case studies demonstrating dramatic change, the book is both an inspiration and a blueprint for substantial improvement within every facet of government work.
Stewart Liff (Saugus, CA) began his career with the federal government in 1974. He is a winner of the President's Council on Management Improvement Award and the Presidential Rank Award for Meritorious Service. His books include Managing Government Employees (978-0-8144-0887-2).
Contents Acknowledgments ix PART I Systems Thinking 1 Chapter 1 Overview 3 The Government Performance and Results Act (GPRA) 3 Why Is It So Difficult to Manage Performance in the Government? 3 What Can Be Done to Improve Performance in Government? 14 Chapter 2 Organizational Systems 17 The OSD Model 20 You Can Influence Design 22 A Detailed Explanation of the OSD Components 24 Design Choices: Where the Manager Really Makes a Difference 34 PART II Improving Performance 39 Chapter 3 Streamline Your Business Processes: The Technical System 41 Conducting a Thorough Review and Redesign of Your Technical Systems 45 A Simplified Approach to Business Process Reengineering 46 Improving Your Processes Without Going Through a Major Redesign Effort 55 Ensuring That Employees Have the Knowledge and Tools They Need to Do Their Job 59 Physical Arrangements 64 Technology 72 Chapter 4 Reorganize the Activities That Affect Performance: The Structural System 77 Overall Structure for an Entire Organization 81 A Word About Contracting Out Work 85 The Local Structure 88 Other Factors to Consider 91 Chapter 5 Using Metrics to Track and Improve Performance: The Decision-Making and Information Systems 95 What to Measure 97 Capturing the Information 100 Making Sense of the Information 104 Sharing Information 111 Chapter 6 Recruitment, Selection, and Development: The People System 119 Recruitment and Selection 119 Orientation and Training 127 Developing Your Supervisors 134 Chapter 7 Managing Performance and Accountability 137 The Performance Appraisal System 138 Writing Performance Standards 139 Chapter 8 Follow-Up on Accountability: Administering the Appraisal System 153 Managing the Individual Employee 154 Managing the Performance of Your Group 158 Dealing with Poor Performers 162 A Note About the Supervisors 163 Chapter 9 The Rewards and Recognition and Renewal Systems 167 Design and Alignment 169 Implementation 176 Renewal 180 Innovation and Creativity 186 Chapter 10 Examples of Improving Performance 189 A Claims Processing Activity 190 A Vocational Rehabilitation and Employment (VR&E) Division 196 A Home Loan Guaranty Program 203 A Human Resources Management (HRM) Service 207 Notes 215 Index 225
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- ID: 9780814416228
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