A01=Vernon D Jones
agency restructuring
attrition
Author_Vernon D Jones
Burke Litwin Model
Business Processes
capabilities
Category=JPQB
Category=KFFD
Category=KJM
Category=KNV
Causal Network
Central Personnel Data File
civil service reform
Comparative Case Study Analyses
competencies
Defense Logistics Agency
Downsizing Process
Downsizing Theory
ECQs
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
eq_society-politics
executive
Executive Competencies
Executive Interviews
Executive Management Practices
executive management strategies
executives
General Accounting Office 1993a
General Accounting Office 1994b
Management Layers
managers
middle
Middle Managers
Multiple Case Design
normal
Normal Attrition
OPM
organizational effectiveness
personnel
Personnel Reductions
Pr Om
process
public sector downsizing case studies
qualitative policy analysis
Reclamation Service Center
Reinventing Government Initiatives
Researcher Recorded Field Notes
Workforce Capabilities
workforce transition planning
Product details
- ISBN 9780765601193
- Weight: 453g
- Dimensions: 152 x 229mm
- Publication Date: 31 May 1998
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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The main focus of downsizing has shifted from the private to the public sector. The cutbacks began in the Department of Defense. Now the goal is a federal civilian workforce reduction of 12 percent by the year 2000.
This pioneering study looks at the management of workforce reductions in the public sector both in theory and in practice. Three case studies -- of the Defense Logistics Agency, the Bureau of Reclamation, and the Food and Drug Administration -- illustrate the organizational, managerial, and human dimensions of attempting to improve performance with reduced resources. The author draws on extensive interviews with senior executives and middle managers in the three agencies; at the General Accounting Office, the Office of Personnel Management, and the National Performance Review; the Senior Executives Association and the Federal Managers Association; and scholars and researchers.
In a larger sense, this work pushes the boundaries of knowledge concerning organizational change and makes a significant contribution to organization theory. It offers important new insights not only for public sector managers but for organization theorists and management specialists whose work on downsizing has been presumed but not shown to be applicable to the public sector.
