Working the system: government in Queensland
In: UQP nonfiction
In: UQP paperbacks
In: politics
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In: UQP nonfiction
In: UQP paperbacks
In: politics
In: Australian journal of political science: journal of the Australasian Political Studies Association, Band 36, Heft 1, S. 195
ISSN: 1036-1146
In: Australian journal of public administration, Band 52, Heft 1, S. 115-116
ISSN: 1467-8500
In: Australian journal of public administration, Band 50, Heft 3, S. 249-256
ISSN: 1467-8500
In: Politics: Australasian Political Studies Association journal, Band 22, Heft 1, S. 84-90
In: Politics: Australasian Political Studies Association journal, Band 20, Heft 1, S. 113-119
In: Australian quarterly: AQ, Band 57, Heft 4, S. 345
ISSN: 1837-1892
In: Australian quarterly: AQ, Band 57, Heft 4, S. 345
ISSN: 0005-0091, 1443-3605
In: Politics: Australasian Political Studies Association journal, Band 19, Heft 1, S. 85-92
In: Australian journal of public administration, Band 42, Heft 2, S. 224-232
ISSN: 1467-8500
In: Australian journal of public administration, Band 41, Heft 2, S. 99-118
ISSN: 1467-8500
Abstract: The 1978 Civil Service Reform Act (CSRA) mobilized changes to the basis and structure of the federal service which are the most far‐reaching since those installed by the Pendleton Act in 1883. Several of the 1978 provisions were directed toward encouraging a more incentive‐oriented approach to personnel matters. Other measures involved the dismantling of the Civil Service Commission, the installation of new mechanisms to handle labour‐management relations, the codification of merit principles, and the delegation to individual agency managements of wider personnel responsibilities. This paper raises the question of whether, four years after the passage of CSRA, there are indications that the legislation is living up to its earlier promise. Attention focuses upon the character of the 1978 measures and how well the federal service is coping, or is being allowed to cope, with the private sector‐style, rewards‐sanctions approach to personnel matters which was embraced by the Carter proposals. To a very significant degree the 1978 Act's provisions in that respect concentrated upon the more senior managerial and supervisory levels. It is less surprising, therefore, that many of the difficulties now associated with CSRA's implementation also are concentrated among those same groups (Senior Executive Service and merit pay). The salary and other incentives available to career executives for outstanding job performance have been eroded by Congress; the sanctions for poor performance remain, however, while worries persist about the possibilities of manipulating the new performance appraisal procedures in order to harass or remove career government officials. Meanwhile, the bulk of the federal service is, in practice, largely unaffected by the new performance appraisal arrangements. Many of the concerns about CSRA have been reinforced by the actions of the Reagan Administration and the 97th Congress. The bonus system for career executives remains under siege, the pay cap remains intact, while there are more general doubts about the Reagan Administration's commitment to civil service reform. The locus of responsibility for overseeing CSRA's implementation remains unclear, while there is evidence in some agencies that Reagan political appointees have attempted deliberately to exclude career executives from the policy process. Thus, despite the probably well‐intentioned initiatives enshrined by CSRA, the US federal service still finds itself beset by problems of identity and support. It still feels vulnerable, too, to the types of political abuse from which the 1978 measures were supposed to afford protection.
In: Politics: Australasian Political Studies Association journal, Band 16, Heft 2, S. 276-283
In: Politics: Australasian Political Studies Association journal, Band 15, Heft 2, S. 110-123
In: Australian journal of public administration, Band 39, Heft 1, S. 113-120
ISSN: 1467-8500
In: Australian journal of public administration, Band 37, Heft 4, S. 413-415
ISSN: 1467-8500