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Improving the Performance of Government Employees

Book Description

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 • 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.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Dedication
  5. Contents
  6. Acknowledgments
  7. PART I Systems Thinking
    1. Chapter 1 Overview
      1. The Government Performance and Results Act (GPRA)
      2. Why Is It So Difficult to Manage Performance in the Government?
      3. What Can Be Done to Improve Performance in Government?
    2. Chapter 2 Organizational Systems
      1. The OSD Model
      2. You Can Influence Design
      3. A Detailed Explanation of the OSD Components
      4. Design Choices: Where the Manager Really Makes a Difference
  8. PART II Improving Performance
    1. Chapter 3 Streamline Your Business Processes: The Technical System
      1. Conducting a Thorough Review and Redesign of Your Technical Systems
      2. A Simplified Approach to Business Process Reengineering
      3. Improving Your Processes Without Going Through a Major Redesign Effort
      4. Ensuring That Employees Have the Knowledge and Tools They Need to Do Their Job
      5. Physical Arrangements
      6. Technology
    2. Chapter 4 Reorganize the Activities That Affect Performance: The Structural System
      1. Overall Structure for an Entire Organization
      2. A Word About Contracting Out Work
      3. The Local Structure
      4. Other Factors to Consider
    3. Chapter 5 Using Metrics to Track and Improve Performance: The Decision-Making and Information Systems
      1. What to Measure
      2. Capturing the Information
      3. Making Sense of the Information
      4. Sharing Information
    4. Chapter 6 Recruitment, Selection, and Development: The People System
      1. Recruitment and Selection
      2. Orientation and Training
      3. Developing Your Supervisors
    5. Chapter 7 Managing Performance and Accountability
      1. The Performance Appraisal System
      2. Writing Performance Standards
    6. Chapter 8 Follow-Up on Accountability: Administering the Appraisal System
      1. Managing the Individual Employee
      2. Managing the Performance of Your Group
      3. Dealing with Poor Performers
      4. A Note About the Supervisors
    7. Chapter 9 The Rewards and Recognition and Renewal Systems
      1. Design and Alignment
      2. Implementation
      3. Renewal
      4. Innovation and Creativity
    8. Chapter 10 Examples of Improving Performance
      1. A Claims Processing Activity
      2. A Vocational Rehabilitation and Employment (VR&E) Division
      3. A Home Loan Guaranty Program
      4. A Human Resources Management (HRM) Service
  9. Notes
  10. Index