Examines the transformation of the employment relationship in governmental agencies, with particular emphasis on human resources policies and workplace practices.

This report synthesizes the findings from several areas of work undertaken to assess what impact public sector employment has had on both the level and structure of employment. It also examines the impact of the public sector as employer on the labor market from two viewpoints: the level and share of public sector employment and the structure of this employment. First, an operational definition of the regular public sector is provided that has been used for collecting and classifying the data. Second, the findings of the regular public sector studies are summarized, e.g., levels, shares, growth rates of public sector employment and its distribution by various characteristics, as well as its relation to expenditure level. Third, the findings of a study on temporary direct job creation are used to illustrate the extent to which these programs can focus on special employment groups. Fourth, the implications of these two sets of findings for altering the aggregate level of employment are considered. Finally, some implications for altering the structure of employment are presented. (An appendix provides a table illustrating employment in general government in Organisation for Economic Cooperation and Development economies, 1960-1979.) (YLB)

Although many industrialized countries have had to face the same political and economic pressures in reforming their public sectors there have been different reactions and a diversity of solutions to the emerging problems. This book examines the most significant initiatives targeted towards the restructuring of public sector employment relations in countries belonging to the Organization for Economic Cooperation and Development. The contributors focus on national and local governments, and health, education and social services. The first section provides an up-to-date analysis of six European countries. The second part considers the USA, Canada, New Zealand, Australia and Japan.

More than 250,000 public sector managers in the United States take on new positions each year and many more aspire to leadership. Each will confront special challenges—from higher public profiles to a greater number of stakeholders to volatile political environments—that will make their transitions even more challenging than in the business world. Now Michael Watkins, author of the bestselling book The First 90 Days, applies his proven leadership transition framework to the public sector. Watkins and coauthor Peter Daly address the crucial differences between the private and public sectors that go to the heart of how success and failure are defined, measured, and rewarded or penalized. This concise, practical book provides a roadmap that will help new government leaders at all levels accelerate their transitions by overcoming nine transition challenges, ranging from clarifying expectations to defining goals to building a team to managing personal stress. The authors also offer detailed strategies for avoiding major “transition traps.” Zeroing in on the challenges faced by new government leaders, The First 90 Days in Government is the indispensable guide for anyone seeking to lead and succeed in the public sector.