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Every time control of the U.S. presidency is passed from one party to another, the entire top layer of the executive branch changes. Thousands of men and women take down their pictures, pack up their desks, and move back into private life, just as others dust off their pictures and move in. The U.S. stands alone in this respect. Nearly every other advanced democracy is managed-save for elected officials and a few top aides-by an elite cadre of top civil servants selected by highly competitive examinations. Hudleston and Boyer tell the story of U.S. efforts to develop higher civil service, beginning with the Eisenhower administration and culminating in the passage of the Civil Service Reform Act of 1978. Arguing that the highly-politicized U.S. system simply hasn't worked, they examine why and how reform efforts have failed and offer a series of recommendations for the future.
This collection examines the leadership training of public administration in 19 countries and provides information on where, what, and how the training occurs as well as the up-to-date cultural, political, economic background for each. Factors affecting perceived importance, quality and robustness of top civil servant training are examined.
Congress created the SES in 1978 to provide a government-wide, mobile corps of managers within federal agencies. The SES, comprising mostly career appointees who are chosen through a merit staffing process, is the link between the politically appointed heads of agencies and the career civil servants within those agencies. The Civil Service Reform Act of 1978 (CSRA) incentivized good performance among senior executives by basing their compensation on their performance. The CSRA tasked the creation and distribution of SES positions within the government to the Office of Personnel Mgt. (OPM), which was also established by the CSRA. The SES includes most of the government's managerial and policy positions above the General Schedule (GS) grade 15. More than three decades after its existence, the SES still serves as the link between political appointees who run agencies and the career government workers in the agencies. Contents of this report: (1) History of the SES; Federal Personnel Management Project; Goals of the SES; Creation of the SES; (2) Features of the SES: SES Structure: Types of Positions and Appointments; SES and the Role of OPM; Entering the SES: Career Appointments; Mobility and Rank-In-Person; SES Pay; (3) Options for Reform; (4) Recent Initiatives; (5) 112th Congress. Tables. This is a print on demand report.
First published in 1984, this book examines the style of leadership amongst senior civil servants and its impact on administrative reform by investigating the work of Sir Percival Waterfield who was First Civil Service Commissioner from 1939 to 1951. He was responsible for setting up the Civil Service Selection Board which was the key institution in the pioneering new approach to personnel selection initiated in Britain after the Second World War. It has been regarded as the model for personnel recruitment in other contexts and for civil service recruitment in other countries. The book raises fundamental questions about the criteria for recruitment and promotion of leading officials in British central government and offers a rare glimpse of the day to day work of top civil servants and the administrative culture in which they operate.