scholarly journals Protection Versus Flexibility: The Civil Service Reform Act, Competing Administrative Doctrines, and the Roots of Contemporary Public Management Debate

2004 ◽  
Vol 16 (1) ◽  
pp. 1-33 ◽  
Author(s):  
Donald P. Moynihan

The year 2003 marks the twentieth-fifth anniversary of the Civil Service Reform Act (CSRA) of 1978, a late chapter in the development of the American administrative state and the most significant reform of the civil service system since its creation through the Pendleton Act of 1883. The Act made a number of enduring contributions to the personnel system of the federal government. Given the recursive nature of public management debate, there is considerable policy importance in trying to understand the original basis of decisions on legislation that have shaped the federal government over the last twenty-five years, and the CSRA has recently been the subject of renewed interest. More important, the CSRA was a rare and relatively important shift in the beliefs and attitudes—the administrative doctrine—that shape the evolution of the administrative state. Significantly, the debate during the CSRA saw the emergence of deep divisions within administrative doctrine, divisions that continue to shape public management policymaking.

2002 ◽  
Vol 16 (2) ◽  
pp. 67-76
Author(s):  
Geunjoo Lee

This paper seeks to evaluate the status of civil service reform, which followed the prescription of the so-called neo-liberalism and new public management. The first part of the paper explores the environmental causes that brought about the recent civil service system reform in Korea. Major factors that shape the details of civil service reform are examined. The second part of the paper reviews the reform effort and assesses the outcomes of the reform programs. The tentative evaluation shows that some civil service reform programs produced noticeable achievement while others are in need of continouos attention.


1993 ◽  
Vol 22 (4) ◽  
pp. 675-687
Author(s):  
Paul R. Thompson

Personnel demonstration projects in the federal government were first authorized by the Civil Service Reform Act of 1978. Several projects have been conducted in the past 15 years. The author draws a number of lessons from this experience, including how to select ideas to test, factors to consider in developing a project plan and an appropriate evaluation strategy, and how to conclude projects successfully. He also uses that experience to identify qualities in individuals and organizations that support successful innovations, and concludes that demonstration projects have the potential to play an even more significant role in federal personnel management in the future.


2003 ◽  
Vol 32 (2) ◽  
pp. 267-278 ◽  
Author(s):  
Charles W. Gossett

In 1996, the state of Georgia passed a radical civil service reform law that, in effect, removed all new employees from the traditional civil service system and made them “at-will” employees. Additionally, many functions, such as recruitment and classification, were decentralized to the operating agencies. This study attempts to review the impact of these changes on employees in one of the agencies, the Department of Juvenile Justice. A comparison is made of the attitudes of employees who are covered by civil service regulations and those who are not, principally with respect to organizational commitment and loyalty. The results of the survey suggest that, to date, the impact of these reforms on commitment and loyalty is not significant.


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