Employee Relations in the Public Service; A Report Submitted to the Civil Service Assembly by the Committee on Employee Relations in the Public Service. Gordon R. Clapp, Chairman. (Chicago: Civil Service Assembly of the United States and Canada. 1942. Pp. xx, 246.)

1942 ◽  
Vol 36 (6) ◽  
pp. 1163-1164
Author(s):  
J. Donald Kingsley
Keyword(s):  
United States ◽  
Public Service ◽  
Civil Service ◽  
The United States ◽  
Employee Relations ◽  
The Public

scholarly journals Public Employment, Collective Bargaining and the Conventional Wisdom : Canada and U.S.A.

2005 ◽  
Vol 21 (3) ◽  
pp. 406-435
Author(s):  
W. B. Cunningham
Keyword(s):  
United States ◽  
Collective Bargaining ◽  
Private Sector ◽  
Public Service ◽  
Industrial Relations ◽  
The United States ◽  
Conventional Wisdom ◽  
Public Employment ◽  
The Public ◽  
State Of Affairs

The author states that the conventional wisdom has viewed collective bargaining in the public service as unnecessary, impractical and illegal. And he adds that, in general, and until recently, the prevailing practices in the United States and Canada have been in close harmony with the conventional wisdom. But the restless change of events threatens the existing state of affairs, described by the conventional wisdom, with progressive obsolescence. And the author answers the two following questions: Can the industrial relations system of the private sector be applied to public employment? To what extent does the nature of government employment raise unique problems? The enemy of the conventional wisdom is not ideas but the march of events. J.K. GALBRAITH, « The Affluent Society »

scholarly journals The State as Employer and the Civil Service

2014 ◽  
Vol 18 (3) ◽  
pp. 318-333
Author(s):  
S.J. Frankel
Keyword(s):  
Public Service ◽  
Civil Service ◽  
The State ◽  
Employee Relations ◽  
The Public ◽  
The Difference

Summary In this paper, the author deals with the civil service rather than the public service. The two terms are not mutually exclusive, nor is the difference between them always clear. But a distinction can and should be made from the standpoint of employer-employee relations.

scholarly journals Gertrude Stanton (1863-1931)

2019 ◽  
Vol 51 (1) ◽  
pp. 5-10
Author(s):  
Viktoria Davis ◽  
Lilien Vogl
Keyword(s):  
United States ◽  
Public Service ◽  
Professional Associations ◽  
The United States ◽  
Financial Success ◽  
The Public ◽  
Professional Reputation ◽  
Service Projects ◽  
Business Acumen ◽  
Set Up

Dr. Ella Gertrude Smith Ayer Stanton Jones (1863-1931), better known as Gertrude Stanton, was the first woman licensed to practice optometry in the United States. A native of Iowa, Stanton began her career as a teacher, but eventually moved to Minnesota where she received training and began to work as an itinerant refracting optician or optometrist, building her professional reputation through clever marketing. In 1901, shortly after the passage of the first optometry licensure law in Minnesota, Stanton applied for and received a license by exemption. Stanton went on to become an in-store optometrist at Dayton’s Department Store and eventually set up her own storefront where she employed her daughter and ran an optical business run entirely by women. During her career, she participated in optometry and professional associations and public service projects and was active in her community. Thrice married with three children, Stanton’s abiding popularity with her patients and the public as well as her financial success despite leading an unconventional life for a woman at the turn of the twentieth century is a testament to her fierce independence, indomitable spirit and impressive business acumen. This article, constructed from meticulous research in archival records, paints a detailed portrait of Stanton’s life and career as an optometric pioneer.

Performance-related pay and work motivation: theoretical and empirical perspectives for the French civil service

2008 ◽  
Vol 74 (2) ◽  
pp. 325-339 ◽  
Author(s):  
Virginie Forest
Keyword(s):  
Intrinsic Motivation ◽  
Public Service ◽  
Civil Service ◽  
Work Motivation ◽  
The United States ◽  
Civil Servants ◽  
Negative Effects ◽  
Public Officials ◽  
Management Tools ◽  
The Public

At a time when the civil services of most OECD countries have embarked on a process of modernization of their practices, we are questioning the relevance of introducing performance-related pay systems, particularly in view of the, more often than not, negative effects on the work motivation of civil servants. The French civil service has recently decided to pay a part of its public officials on the basis of their performance, and we show how these individualized remuneration practices can, in the long term, undermine the public service motivations that drive some civil servants. Our reasoning is supported by the empirical results of studies conducted in the United States, in England and also in France, as well as on the developments of intrinsic motivation theories, combined with the developments of the public service motivation theory. Points for the practitioners Whereas the implementation of performance-related pay as an instrument of motivation has become widespread within the civil service, this article focuses on the difficulties inherent to these compensation practices. We underline in particular the negative effects of performance-related pay on the public service motivations of civil servants. As these specific motivations can be pushed aside, human resource management tools should be adopted that encourage the development of intrinsic motivation, such as task enlargement or enrichment or the implementation of participative management methods.

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