book

Managing Government Employees

Name: Managing Government Employees
Author: Stewart Liff
ISBN: 9780814437223

by Stewart Liff

February 2007

Intermediate to advanced

224 pages

7h 14m

English

AMACOM

Read now

Unlock full access

Cover
Title
Copyright
Contents
Acknowledgments
Chapter 1. Overview
IntroductionWhat Is Different About Working for the Government?The Private Sector Is in Business to Make a ProfitGovernment Organizations Are Run by Elected OfficialsGovernment Organizations Generally Require a Higher Degree of BureaucracyGovernment Organizations Typically Receive More ScrutinyGovernment Employees Are Often Paid at a Different RateGovernment Employees Usually Have Better Job SecurityMost Government Employees Do Not Have the Right to StrikeWhy People Come to Work for the GovernmentThey Want to Make a DifferenceThey Want the Total Package of Government Pay, Benefits, and RetirementThey Want the Job Security Offered by GovernmentThe Government Can Offer the Right Job and TrainingThe Government Offers Many Opportunities to AdvanceWhy Do Government Personnel Systems Make Things So Difficult?History of the Civil ServicePerceptionWhat Can Be Done?
Chapter 2. Guiding Principles of Managing People in Government
Overall PhilosophyMost People Want to Do a Good JobMost People Want to Be Part of a Winning OrganizationAlways Treat People with RespectApply the Golden RuleMany (Not All) Problems Are Caused by ManagementLook at Your Management SystemsMake Sure Your Systems Are Reliably AppliedAlways Remember that Your Decisions Affect People’s LivesThe Objective: PerformanceThe WorkforceWinning the Battle for Hearts and Minds of the Middle 80 PercentAvoiding Confrontation with the Bottom 10 PercentDon’t Rely Only on the Top 10 Percent—Pull Others Up
Chapter 3. Strategies and Tactics for Managing Government Employees
Communicate with Employees as Much as You Can (Visually, Whenever Possible)Teach Them the Big Picture (The Political Climate)Teach Them What’s Going On in the Local OrganizationGive Them Feedback as to How They Are DoingManage by Walking Around (MBWA)Ask Your Employees for AdviceSay “Thank You” as Often as You CanBe Sensitive to People’s SensitivitiesYour Human Resources Management AdvisorsThe Two Types of HR SpecialistsGetting Good HR Advice Is Harder than Ever
Chapter 4. Dealing with Difficult People
Overall PhilosophyA Problem Employee Tends to Stay a Problem Unless HandledBeware of the Employee Who Continually Uses the Same ExcusesYou Can Successfully Deal with a Difficult Government EmployeeTacticsUtilize the Probationary PeriodKeep It Simple, StupidIf Poor Employees Never Cross the Line, Change the LineMake Sure You Control the SituationBring Your Problems to a HeadFearThe Key Players in Having an Effective Program of DisciplineLessons LearnedDocument, Document, DocumentYou Don’t Need a Perfect Case to Take ActionAvoid Third Parties When You Can, but Don’t Be Afraid of ThemIt’s Better to Lose an Occasional Case than to Never Take ActionLet Them Fight You from Outside the Organization
Chapter 5. Performance Management
PrinciplesGoalsInvolvementPerformance AppraisalWhat Is It?How Does It Work?What Is It Used for?What Is in a Performance Plan?How Do You Write Performance Standards?Dealing with Problem EmployeesIdentify Them Early and Let Them Know There Is a ProblemAlways Make a Good-Faith Effort to Help Your EmployeesDon’t Wait Too Long to Take ActionDocument Your ActionsKeep Your FocusBest PracticesExamine the Performance TrendsLook for Common Causes of Performance ProblemsUse Spreadsheets to Track Employee PerformancePost Performance DataIssue Monthly Performance Report Cards

Chapter 6. Rewards and Recognition
OverviewNonmonetary RecognitionMonetary RecognitionAlignmentA Simple Rewards System That WorksResults of This SystemWhy Did This System Work So Well?
Chapter 7. Attendance Management
Tours of DutyFlexible Work SchedulesCompressed Work SchedulesConsiderations Regarding Flexible and Compressed SchedulesAlternate WorkplaceWork at HomeOut-Based LocationsLeave AdministrationPrinciples of Leave AdministrationAnnual LeaveSick LeaveLeave Without Pay (LWOP)
Chapter 8. Labor Relations
OverviewOverall PhilosophyKeep the Union InformedTreat the Union WellLet the Union Have Some VictoriesNegotiationsBe PreparedStay CoolUnderstand the Long-Term Impact of an AgreementFrame the IssueUnfair Labor Practice (ULP) ChargesGrievancesGrievance ProceduresHow to Handle a GrievanceLessons LearnedBuild a Personal Relationship with the UnionUse HumorBe Wary of Union FactoidsLearn to Think Like the Union
Chapter 9. Equal Employment Opportunity
OverviewPhilosophyBe HonestLook at Things from the Other Person’s PerspectiveKnow Your StatisticsThe Most Common EEO IssuesEEO Issues Involving the DisabledSexual HarassmentStrategies and TacticsRally the Workforce Around the Mission and the MetricsBe Careful What You SayDon’t Act in a VacuumMake Sure Your Supervisors Are Sensitive to Their EEO ResponsibilitiesHow to Handle Filed ComplaintsStay CalmSettle Case Where AppropriatePick Your BattlesFinal Thoughts
Notes
Index

Content preview from Managing Government Employees

CHAPTER 6

Rewards and Recognition

Overview

Government rewards and recognition programs have two primary purposes:

1. To recognize both individuals and groups of employees who make contributions in support of the mission, organizational goals and objectives, and strategic plan

2. To help motivate employees to make contributions that support and enhance organizational goals and objectives

Programs that accomplish these twin goals are built on a set of core principles. In my experience, the following are the key principles behind a solid performance appraisal system:

• The closer the rewards and recognition system is aligned with the organization’s mission, goals, objectives, and performance management system, the more effective it will be.

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

Read now

Unlock full access

More than 5,000 organizations count on O’Reilly

O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.

Julian F.

Head of Cybersecurity

I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.

Addison B.

Field Engineer

I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.

Amir M.

Data Platform Tech Lead

I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.

Mark W.

Embedded Software Engineer

Publisher Resources

ISBN: 9780814437223

Cloud Computing

Data Engineering

Data Science

AI & ML

Programming Languages

Software Architecture

IT/Ops

Security

Design

Business

Soft Skills

Managing Government Employees

by Stewart Liff

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.