An Assessment of a Drastically Changed Federal Workplace in the United States

Abstract

Written by four experienced government employees, this article discusses many alarming changes that have been forced on the Federal government workplace over the past 20 years. The article identifies actions by elected and appointed officials that have greatly changed and weakened a workplace that was a model for America. Several attributes of the Federal workplace of the past and of the present are compared and contrasted.     

A Bibliography About a Changed Federal Government Workplace

Abstract

This bibliography contains more than 130 hand picked sources that address change in the Federal government workplace, including articles and books by academics and practitioners and reports by Federal agencies including the General Accounting Office and the Office of Personnel management, as well as Congress. The introduction to the bibliography draws on the expertise of three well known authorities in the field, as well as the authors' of the bibliography.     

The IT Experience: An Example of Change in the Federal Workforce

Abstract

The information technology, or “IT,” functional area has been examined in some detail. This article summarizes the manpower reductions that have occurred in IT and displays the demographic impact (experience, age, educational level, race and gender mix) of these reductions. The author suggests that similar changes may be anticipated, or may have already occurred, in other functional areas that experience personnel reductions. He also reviews some of the management challenges this poses.     

Actions by Political Officials Have Weakened the Federal Government Workplace: Downsizing Has Cut Lower Level Workers the Most and Replacing Federal Employees with Private Corporations Costs Much More,Creating the Need for Immediate Reform

Abstract

The authors of this paper are four practitioners each of whom has many years of experience working in the Federal government and also has pursued doctoral studies in public or business administration. Three ideas developed in this paper are that: (1) the Federal civil service has been changed from being a model workplace to a much less desirable one; (2) although downsizing has been touted as an efficiency and economy measure, lower level employees experienced the most cuts and (3) the current practice of replacing Federal employees with private corporations costs much more. Over the past two decades private sector workplaces in the United States, and now the Federal government workplace, have experienced so much change that previous theories, concepts, models, and expectations no longer hold. Just as private industry workplaces have been changed by downsizing, reorganizations, mergers, elimination of middle management, and outsourcing, so, too, has the Federal government workplace been fundamentally altered. Reducing the number of government workers, replacing Federal employees with private firms, increasing the number of officials with political agendas, and using harsh personnel management practices have transfigured the Federal workplace. Examples of factors that have contributed to a changed workplace include: the Civil Service Reform Act which replaced the Civil Service Commission with the Office of Personnel Management; importing private sector approaches into the government, e.g., the Grace Commission; replacing the Civil Service Retirement System with the Federal Employees Retirement System; pressure to downsize and privatize; and many elements of the National Performance Review and Government Performance and Results Act. Now that the metamorphosis away from the traditional Civil Service borne of the Pendleton Act is nearly complete (although the new paradigm is not entirely clear), questions about the effects of a changed government workplace are being raised. Some people believe the metamorphosis is from a caterpillar to a butterfly, while others think the opposite. Whether the changed Federal government is a thing of beauty or a distasteful organism will be determined over time by observations and assessments of the effects of the change. These effects will be both internal to the government workplace, itself, and external to it, involving the products, services, outputs, and outcomes it produces. This paper begins by describing some of the politically mandated changes that have altered the very foundation of the Federal government workplace over the past 20 years and made it a much less desirable place to work. Next, some of the effects of two politically mandated changes are examined: (1) downsizing or reducing the number of Americans who can work for their government and (2) contracting out or replacing government workers with private corporations. Political officials have told the media and the American public that these changes were needed to improve the government's efficiency, effectiveness, and economy. It has been suggested that these initiatives will reduce costs. However, an examination of downsizing and contracting out shows the opposite effect. While overall the Federal government has fewer employees now than in 1961, the statistics indicate that lower level employees have been cut the most:

• The number of secretaries decreased by 39% between 1992 and 1998.

• The blue collar workforce is down 40% since 1982, e.g., Supply Clerical and Technician (?35%), Accounting Technician (?24%), and Electronics Mechanic (?41%).

• Between 1993 and 1998 the number of GS‐1 to GS‐10 employees fell from 767,000 to 594,000.

• In 1983 the number of GS‐1 to GS‐10 workers exceeded GS‐11 to GS‐15 by nearly 300,000, while in 1997 GS‐11 to GS‐15 outnumbered the lower level workers by 44,000.

Although authoritative cost comparison studies are difficult to conduct because top officials have made little provision to collect information on the cost of contracting with private firms or the number of contract employees, available information indicates that it is much more expensive than using government employees. The contracting out we are talking about is not the usual kind—building ships or planes, or acquiring computer systems or special expertise not available in the government. Rather, it is contracting with private firms to do jobs that are currently being performed by Federal employees. Not satisfied with the level at which firms are being substituted for Federal employees, actions by political officials have created an environment which now favors private corporations and where they can be given work at top management's discretion, often regardless of cost. In fact, today most contracting out is done without the use of Circular A‐76 Cost Comparison Studies. There is empirical and logical evidence that shows that replacing government employees with private corporations is more expensive. For example, a study by the Department of the Army documents what people close to contracting have always known—that it is far more expensive to contract with a private firm for work than to have Federal employees do it. Logically, the government incurs additional items of cost when replacing Federal employees with private corporations. First, there is the profit that goes to the firm. Second, there is the firm's overhead which pays for corporate offices, staffs, and CEOs. Third, there are the costs of the contracting and award process and of contract administration and management. Although the worker on a government contract may be paid a little less than a government worker, the cost of the worker is only a third to a half of what the government pays the firm. Thus, replacing government workers with private firms usually costs far more and it is not unusual for it to cost two to three times as much. This paper partly is based on the authors' long experience in the Federal government. It is not based on the organizations in which they are currently employed.     

An Assessment of Journal Quality in Public Administration

Using results from a survey of editors and board members from 39 public administration journals as well the impact factor scores created by ISI Thompson this research develops an integrated assessment of journal quality using both objective and subjective measurement tools. The findings suggest that relying on one ranking approach misses out on several important issues regarding journal quality. In addition, when evaluating outlets for publishing in public administration, there often exists a bias against journals not published in the United States. Finally, the highest-ranked generalist journals are also publishing work that is also applicable to scholars working in various subfields.     

Enclaves and Development: An Empirical Assessment

In this paper we investigate empirically whether or not the notion of an enclave adds substantially to existing knowledge of the determinants of long-run economic, political, or institutional development. We discuss the prominent place of enclaves in historical accounts in the dependent development literature, particularly in the work of Cardoso and Faletto (1966, 1979) and the large difficulties of determining in practice whether or not a country was or was not an enclave. We find little evidence for a relationship between past enclave status and long-run growth, inequality, or the size of the government. However, there does seem to be some preliminary evidence that countries that were enclaves have greater state capacity than non-enclaves and have been less democratic in the post-WWII period.     

The Enigma of Lone Wolf Terrorism: An Assessment

Lone wolf terrorism remains an ambiguous and enigmatic phenomenon. The boundaries of lone wolf terrorism are fuzzy and arbitrary. This article aims to define and analyze the main features and patterns of lone wolf terrorism in fifteen countries. Lone wolf terrorism is shown to be more prevalent in the United States than in the other countries under study. The cross-national analysis suggests that in the United States lone wolf terrorism has increased markedly during the past three decades; a similar increase does not appear to have occurred in the other countries under study. The numbers of casualties resulting from lone wolf terrorism have been relatively limited, and there is no evidence that the lethality of lone wolf terrorism is on the increase. The rates of psychological disturbance and social ineptitude are found to be relatively high among lone wolf terrorists. Lone wolf terrorists tend to create their own ideologies that combine personal frustrations and aversion with broader political, social, or religious aims. In this process, many lone wolf terrorists draw on the communities of belief and ideologies of validation generated and transmitted by extremist movements.     

An Assessment of Collaborative Governance in a Network for Sustainable Tourism: The Case of RedeTuris

This article presents a case study of a cross-sectoral organizational network created to promote sustainable tourism in Rio de Janeiro. We briefly introduce the topics of collaborative governance and sustainable tourism, and then describe the focal network and the methods used for the research. Findings are discussed in terms of three themes: 1) key elements of collaborative governance; 2) aspects of the network formation and development process; and 3) features of the Brazilian context that may influence the network's likelihood of success. We conclude with a comment on the role of public managers in a network such as this.     

Functioning and Impact of Incentives for Amalgamations in a Federal State: The Swiss Case

In Switzerland, where most amalgamations are voluntary, supportive measures for municipal mergers vary considerably between cantons. This study focuses upon the interests of higher-ranking state levels in amalgamation, the design of incentive systems set by the Swiss cantons, and their influence on the municipalities’ amalgamation activities. Empirical results show that with a higher number of municipalities, the canton sets more incentives for mergers. Also, financial incentives positively influence the municipalities’ merger activities. The data sources include comprehensive surveys of the Swiss municipal secretaries (2009/2010) and of the cantonal administrations (2010).     

美联储新掌门本·伯南克

2005年10月24日,美国总统布什宣布提名本·伯南克出任美国联邦储备委员会主席一职.经美参议院金融委员会批准,他将于2006年2月1日接替已经任职18年、年届耄耋的格林斯潘出任这一在全球相当重要的位置,后者将会在此前一天正式退休.     

Infrastructure Provision on the Margins: An Assessment of Broadband Delivery UK

ABSTRACT

Many governments have recognised the socio-economic importance of broadband. The market often provides a broadband connection but when this does not occur governments have stepped in. Through focusing on one government intervention, Broadband Delivery UK (BDUK) in the UK, this paper highlights the cost of providing broadband connections to areas unserved by the market. The difficulty of assessing demand in such areas is illustrated, as is how the lack of transparency complicates any assessment of the value for money.