People and Performance Challenges
People and Performance Challenges PAD 3003-01
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This 2 page Class Notes was uploaded by Leah Burkett on Saturday October 10, 2015. The Class Notes belongs to PAD 3003-01 at Florida State University taught by Jiasheng Zhang in Fall 2015. Since its upload, it has received 23 views.
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Date Created: 10/10/15
People and Performance Challenges Changing Markets New challeng The everchanging global economy dramatic technical change and increased expectations about government performance demand a new attention to the complexity of publicservice skills and capacity The government now competes essentially in a single market against a betterprepared and more exible private sector for skilled that both must acquire New technology new ways of organizing work new means of delivering public services and an increasing reliance on a temporary workforce have rede ned the nature of public work Aging workforce and a looming retirement problem The challenge of maintaining the right skill mix is made more complex for both public and private sectors ls the Federal government prepared Was created to provide an expert and efficient public service an to provide protection from the excesses and vagaries of politics But Not excellence in human capital resource acquisition and not on performance The problems are exacerbated by nonstrategic and nonperformancedriven granting exibility EX Human capital is an For knowledgebased organization particularly people are a critical and valuable asset that must be better understood invested in and strategically directed The need for focusing on training and development of human capital even in times of cut The investment relationship should be two1way Employees receive appropriate reward incentives and development opportunities they give back necessary expertise solid capacity and higher performance 0 A strong executive leadership system is essential to the effective management of government the toe components of that system political appointees and career executives must work together in a partnership nether alone can run the executive branch The acquisition development and retention of critical leadership talent is central to performance The responsibility of leaders and top managers for the performance of their employees and their organizations must be recognized Partners will be important The Nature of the relationship between labor and management has become more collaborative in some agencies and acquiring critical talent has placed the public and private sectors on essentially the same eld However there has not been adequate attention to front loading common goals expectations or means of evaluating the effectiveness of the partnership Accountability or quality and effectiveness of service have become less clear Conclusion For performance to be an important driver for government the Some countries have moved toward simpler systems more clearly directed public organizations better ideas about accountability and performance and communication with citizens about reasonable expectations of public work and public workers
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