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Managing government employees: how to motivate your people, deal with difficult issues, and achieve tangible results

Author: Liff, Stewart Publisher: AMACOM, 2007.Language: EnglishDescription: 223 p. : Ill. ; 24 cm.ISBN: 9780814408872Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD6958 .M63 L54 2007
(Browse shelf)
Available 900180818
Total holds: 0

Includes bibliographical references and index


Contents Managing Government Employees Managing Government Employees Acknowledgments Chapter 1. Overview Introduction What Is Different About Working for the Government? The Private Sector Is in Business to Make a Profit Government Organizations Are Run by Elected Officials Government Organizations Generally Require a Higher Degree of Bureaucracy Government Organizations Typically Receive More Scrutiny Government Employees Are Often Paid at a Different Rate Government Employees Usually Have Better Job Security Most Government Employees Do Not Have the Right to Strike Why People Come to Work for the Government They Want to Make a Difference They Want the Total Package of Government Pay, Benefits, and Retirement They Want the Job Security Offered by Government The Government Can Offer the Right Job and Training The Government Offers Many Opportunities to Advance Why Do Government Personnel Systems Make Things So Difficult? vii Xlll ... History of the Civil Service Perception What Can Be Done? Chapter 2. Guiding Principles of Managing People in Government Overall Philosophy Most People Want to Do a Good Job Most People Want to Be Part of a Winning Organization Always Treat People with Respect Apply the Golden Rule Many (Not All) Problems Are Caused by Management Look at Your Management Systems Make Sure Your Systems Are Reliably Applied Always Remember that Your Decisions Affect People's Lives The Objective: Performance The Workforce Winning the Battle for Hearts and Minds of the Middle 80 Percent Avoiding Confrontation with the Bottom 10 Percent Don'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 Organization Give Them Feedback as to How They Are Doing Manage by Walking Around (MBWA) Ask Your Employees for Advice Say "Thank You" as Often as You Can Be Sensitive to People's Sensitivities Your Human Resources Management Advisors The Two Types of HR Specialists Getting Good HR Advice Is Harder than Ever Chapter 4. Dealing with Difficult People Overall Philosophy A Problem Employee Tends to Stay a Problem Unless Handled Beware of the Employee Who Continually Uses the Same Excuses You Can Successfully Deal with a Difficult Government Employee Tactics Utilize the Probationary Period Keep It Simple, Stupid If Poor Employees Never Cross the Line, Change the Line Make Sure You Control the Situation Bring Your Problems to a Head Fear The Key Players in Having an Effective Program of Discipline Lessons Learned Document, Document, Document You Don't Need a Perfect Case to Take Action Avoid Third Parties When You Can, but Don't Be Afraid of Them It's Better to Lose an Occasional Case than to Never Take Action Let Them Fight You from Outside the Organization Chapter 5. Performance Management Principles Goals Involvement Performance Appraisal What Is It? How Does It Work? What Is It Used for? What Is in a Performance Plan? How Do You Write Performance Standards? 69 70 70 71 73 74 74 76 77 79 81 83 85 87 87 88 89 90 91 Dealing with Problem Employees Identify Them Early and Let Them Know There Is a Problem Always Make a Good-Faith Effort to Help Your Employees Don't Wait Too Long to Take Action Document Your Actions Keep Your Focus Best Practices Examine the Performance Trends Look for Common Causes of Performance Problems Use Spreadsheets to Track Employee Performance Post Performance Data Issue Monthly Performance Report Cards Chapter 6. Rewards and Recognition Overview Nonmonetary Recognition Monetary Recognition Alignment A Simple Rewards System That Works Results of This System Why Did This System Work So Well? Chapter 7. Attendance Management Tours of Duty Flexible Work Schedules Compressed Work Schedules Considerations Regarding Flexible and Compressed Schedules Alternate Workplace Work at Home Out-Based Locations Leave Administration Principles of Leave Administration Annual Leave Sick Leave Leave Without Pay (LWOP) 102 102 Chapter 8. Labor Relations Overview Overall Philosophy Keep the Union Informed Treat the Union Well Let the Union Have Some Victories Negotiations Be Prepared Stay Cool Understand the Long-Term Impact of an Agreement Frame the Issue Unfair Labor Practice (ULP) Charges Grievances Grievance Procedures How to Handle a Grievance Lessons Learned Build a Personal Relationship with the Union Use Humor Be Wary of Union Factoids Learn to Think Like the Union Chapter 9. Equal Employment Opportunity Overview Philosophy Be Honest Look at Things from the Other Person's Perspective Know Your Statistics The Most Common EEO Issues EEO Issues Involving the Disabled Sexual Harassment Strategies and Tactics Rally the Workforce Around the Mission and the Metrics Be Careful What You Say Don't Act in a Vacuum Make Sure Your Supervisors Are Sensitive to Their EEO Responsibilities How to Handle Filed Complaints Stay Calm Settle Case Where Appropriate Pick Your Battles Final Thoughts Notes Index

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