When managers don't plan: consequences of nonstrategic public personnel management

Article Abstract:

An in-depth case study of nonstrategic planning practices at a public service agency (PSA) was conducted using a sample of 176 personnel, budget and systems analysts. Data were obtained from participant observers, surveys and personnel records. To circumvent cumbersome hiring requirements, managers hired analysts under temporary employment conditions which allowed promotion and transfer without following strict civil service ladder procedures. Unanticipated negative consequences of these ad hoc nonstrategic practices proved costly for PSA and may have been avoidable with strategic foresight and planning.

Planning, Strategic planning (Business)

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Coping with rumors and grapevines: tactics for public personnel management

Article Abstract:

Informal channels of communication such as grapevines are useful in personnel management particulary, in predicting the morale of the employees and the cohesiveness of the organizations. Research show that healthy organizations have healthy grapevines which transmit reliable rumors quickly. Public personnel managers are likely to be more effective when they are sensitive to the existence of different types of grapevines within the organization and give accurate and appropriate response to different kinds of rumors.

Analysis, Organizational communication, Rumor

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An overview of benefits for the public sector: not on the fringes anymore

Article Abstract:

Several compensation packages are available for public employees with common benefits, such as some form of health insurance and retirement income. Several special pay options such as overtime, moonlighting, paid time off and business expenses are also provided. Employee benefits are either extrinsic or intrinsic and should be communicated to employees effectively in order to be successful.

Employee Benefits & Services, Compensation and benefits, Employee benefits, Public employees, Government employees

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