Human Capital Improved Implementation Of Safeguards And An Action Plan To Address Employee Concerns Could Increase Acceptance Of The Nat Security Personnel System
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Human Capital: Improved Implementation of Safeguards and an Action Plan to Address Employee Concerns Could Increase Acceptance of the Nat. Security Personnel System by Brenda S. Farrell Pdf
The Dept. of Defense (DoD) is in the process of implementing its new human capital system for managing civilian personnel -- the National Security Personnel System (NSPS). Key components of NSPS include compensation, classification, and performance management Implementation of NSPS could have far-reaching implications, not just for DoD, but for civil service reform across the fed. gov¿t. As of Feb. 2009, about 205,000 civilian employees were under NSPS. This report determined: (1) the extent to which DoD has implemented internal safeguards to ensure NSPS was fair, effective, and credible; and (2) how DoD civilians perceive NSPS and what actions DoD has taken to address these perceptions. Illustrations.
Human Capital by United States Government Accountability Office Pdf
Human Capital: Improved Implementation of Safeguards and an Action Plan to Address Employee Concerns Could Increase Employee Acceptance of the National Security Personnel System
In 2004, the DoD began implementing the National Security Personnel System (NSPS) -- a human capital system for DoD civilians. NSPS significantly redesigned the way DoD civilians are hired, compensated, and promoted. This report assessed: (1) the extent to which DoD has implemented certain internal safeguards to ensure the fairness, effectiveness, and credibility of NSPS, and monitored their implementation; and (2) how DoD civilian personnel perceive NSPS, and the actions DoD has taken to address those perceptions. The report analyzed relevant documents and employee survey results, interviewed DoD officials, and conducted discussion groups with DoD employees at eight locations outside of the continental U.S. Illustrations.
This is a print-on-demand publication; it is not an original. In 2007, the Under Secretary of Defense for Intelligence began developing a human capital system -- called the Defense Civilian Intelligence Personnel System (DCIPS) -- to manage Dept. of Defense (DoD) civilian intelligence personnel. This report examined the extent to which DoD has: (1) incorporated internal safeguards into DCIPS and monitored the implementation of these safeguards; and (2) developed mechanisms to identify employee perceptions about DCIPS. The report analyzed guidance, interviewed appropriate officials, and conducted discussion groups with employees at select DoD components. Includes recommendations. Charts and tables.
Questions for the Record Related to the Implementation of the Department of Defense's National Security Personnel System (NSPS) by Brenda S. Farrell Pdf
Provides answers to these questions from Solomon Ortiz, U.S. House of Rep.: (1) What steps could have been taken to roll out NSPS in a more orderly and fair fashion and if NSPS continues, what steps should now be taken to move forward? (2) As DoD and OPM leadership hold discussions to determine the overall framework, scope, and timeline of the review, what guidance or suggestions would you give to DoD and OPM to include in the methodology of this study? (3) Under the GS system, an employee steadily moves up through the various grades and can monitor career progression. There appears to be no such similar movement in NSPS; an employee, while receiving pay increases and bonuses, may remain in the same pay band for his/her entire career. If this is a valid concern, how can it be addressed?
Examines the extent to which the Department of Defense (DOD) has implemented internal safeguards to ensure that the National Security Personnel System (NSPS) is a fair, effective, and credible method of evaluating its civilian personnel. Also discusses how DOD civilians perceive NSPS and what actions DOD has taken to address these perceptions.
Handbook of Human Resource Management in Government by Stephen E. Condrey Pdf
HANDBOOK OF HUMAN RESOURCE MANAGEMENT IN GOVERNMENT, THIRD EDITION The practice of public human resource management has evolved significantly in recent years due to increased outsourcing, privatization, and the diminution of public employee rights. This thoroughly revised and updated edition of the classic reference Handbook of Human Resource Management in Government offers authoritative, state-of-the-art information for public administrators and human resource professionals. The third edition features contributions from noted experts in the field, including Donald E. Klingner, Mary E. Guy, Jonathan P. West, Jeffrey L. Brudney, Montgomery Van Wart, J. J. Steven Ott, Norma M. Riccucci, and many more. Praise for the Handbook of Human Resource Management in Government "This third edition of the Handbook of Human Resource Management in Government is an essential resource for scholars, practitioners, and general readers in need of concise summaries of up-to-date, cutting-edge, public personnel administration research. No other handbook on the market more concisely, more comprehensively, more clearly synthesizes this vast, rapidly changing field that remains so vital to effective government performance." RICHARD STILLMAN, editor-in-chief, Public Administration Review "The Handbook of Human Resource Management in Government comprehensively and seamlessly blends theory and practice. The result is a clear road map that can finally make HR a key player in helping the government meet the unprecedented challenges facing our nation, our states, and our communities." BOB LAVIGNA, vice president, Research, Partnership for Public Service, Washington, DC "With each successive edition, Condrey's Handbook of Human Resource Management in Government becomes a more essential tool for graduate students who wish to improve their understanding of this field. Condrey's own expertise has enabled him to take contributions from leading experts in the field and shape them into a reader that is comprehensive, engaging, and authoritative." DONALD E. KLINGNER, University of Colorado Distinguished Professor, School of Public Affairs, University of Colorado at Colorado Springs; former president, American Society for Public Administration; and fellow, National Academy of Public Administration
United States. Congress. House. Committee on Oversight and Government Reform. Subcommittee on Federal Workforce, Postal Service, and the District of Columbia
Author : United States. Congress. House. Committee on Oversight and Government Reform. Subcommittee on Federal Workforce, Postal Service, and the District of Columbia Publisher : Unknown Page : 136 pages File Size : 50,5 Mb Release : 2009 Category : History ISBN : UOM:39015089031291
A Call to Arms by United States. Congress. House. Committee on Oversight and Government Reform. Subcommittee on Federal Workforce, Postal Service, and the District of Columbia Pdf
DoD is in the process of implementing a human capital system; about 212,000 civilian employees are currently under the system. On Feb. 11, 2009, however, the Congress asked DoD to halt conversions of any additional employees to NSPS until it could properly address the future of DoD's personnel mgmt. system. This statement focuses on the performance mgmt. aspect of NSPS, specifically: (1) the extent to which DoD has implemented internal safeguards to ensure the fairness, effectiveness, and credibility of NSPS; and (2) how DoD civilian personnel perceive NSPS and what actions DoD has taken to address these perceptions. Illustrations.
Human Capital by United States Government Accountability Office Pdf
Human Capital: Continued Monitoring of Internal Safeguards and an Action Plan to Address Employee Concerns Could Improve Implementation of the National Security Personnel System
Government for the Future by Mark A. Abramson,Daniel J. Chenok,John M. Kamensky Pdf
In recognition of its 20th anniversary, The IBM Center for the Business of Government offers a retrospective of the most significant changes in government management during that period and looks forward over the next 20 years to offer alternative scenarios as to what government management might look like by the year 2040. Part I will discuss significant management improvements in the federal government over the past 20 years, based in part on a crowdsourced survey of knowledgeable government officials and public administration experts in the field. It will draw on themes and topics examined in the 350 IBM Center reports published over the past two decades. Part II will outline alternative scenarios of how government might change over the coming 20 years. The scenarios will be developed based on a series of envisioning sessions which are bringing together practitioners and academics to examine the future. The scenarios will be supplemented with short essays on various topics. Part II will also include essays by winners of the Center’s Challenge Grant competition. Challenge Grant winners will be awarded grants to identify futuristic visions of government in 2040. Contributions by Mark A. Abramson, David A. Bray, Daniel J. Chenok, Lee Feldman, Lora Frecks, Hollie Russon Gilman, Lori Gordon, John M. Kamensky, Michael J. Keegan, W. Henry Lambright, Tad McGalliard, Shelley H. Metzenbaum, Marc Ott, Sukumar Rao, and Darrell M. West.
Performance Management: DOD Is Terminating the National Security Personnel System, but Needs a Strategic Plan to Guide Its Design of a New System by Anonim Pdf
Human capital preliminary observations on proposed Department of Defense National Security Personnel System regulations by United States Government Accountability Office Pdf
