The Changing Rôle of the U. S. Civil Service Commission

1946 ◽  
Vol 40 (6) ◽  
pp. 1067-1096 ◽  
Author(s):  
John McDiarmid
Keyword(s):  
Public Administration ◽  
Civil Service ◽  
The Past ◽  
Service Commission ◽  
Probable Role ◽  
Points Of View ◽  
Personnel Administration ◽  
Changing Role ◽  
Civil Service Commission

In any appraisal of our national government and its ability to shoulder postwar domestic burdens, the rôle of the U. S. Civil Service Commission deserves scrutiny. “Good personnel administration is good public administration,” Herbert Emmerich argues conclusively, and the influence which the Civil Service Commission exerts throughout the entire field of federal personnel administration has reached a peak during the past few years never before approached. In what directions and with what success has this influence been wielded? To what extent have the wartime developments pointed the way to permanent gains? What is the probable rôle, what the desirable one, of the Commission in the next few years? These seem to me to be questions upon which we need all the informed points of view we can marshal.

Trends in Public Personnel Organization

1932 ◽  
Vol 26 (2) ◽  
pp. 324-332
Author(s):  
John M. Pfiffner
Keyword(s):  
Civil Service ◽  
The Third ◽  
Third Phase ◽  
Service Commission ◽  
Personnel Administration ◽  
Or Manager ◽  
Civil Service Commission

There are at the present time at least four interrelated trends in the field of public personnel administration. In the first place, emphasis is shifting away from the old evangelism which emphasized the negative aspects of civil service toward placing greater reliance in the perfection of a technique of administration. Secondly, there is increasing dissatisfaction with removal provisions which require a formal hearing with right of counsel before a board independent of the administration. The third phase involves a changed status of the civil service commission: it is to be either abolished entirely or deprived of its administrative duties and confined to quasi-legislative and quasi-judicial activities. The administrative aspects of personnel work are to be placed under a single head responsible to the governor, mayor, or manager.

Establishment Boards in the Federal Civil Service

1947 ◽  
Vol 41 (5) ◽  
pp. 955-962
Author(s):  
Randolph J. Jouno
Keyword(s):  
United States ◽  
Civil Service ◽  
The United States ◽  
Executive Order ◽  
Legal Basis ◽  
Field Service ◽  
Service Commission ◽  
Personnel Administration ◽  
Maximum Utilization ◽  
Civil Service Commission

Legal Basis. On February 4, 1946, President Truman, by Executive Order 9691, further decentralized personnel administration to the departments and agencies. The order states: “In order to assure the maximum utilization, in the recruitment and placement of persons for the Federal service, of the field service resources of the departments and agencies, the Civil Service Commission, after consulting the departments and agencies concerned, may establish United States civil service boards of examiners in the field service, composed of officers and employees of the departments and agencies concerned.” Boards of examiners are not new. The Civil Service Act of 1883 directs the Commission, “where examinations are to take place,” to “designate and select a suitable number of persons, not less than three, in the official service of the United States, … after consulting the head of the department or office in which such persons serve, to be members of boards of examiners. …” The Commission “may at any time substitute any other person in said service … in the place of anyone so selected.” Civil Service Rule IV, promulgated by an earlier President in accordance with the basic act states: “The Commission shall designate from among persons in the Federal service … such boards of examiners as it shall deem necessary. Their members shall perform such duties as the Commission may direct, in connection with the execution of the Civil Service Act and these Rules, and in the performance thereof they shall be under the direct and sole control of the Commission. Such duties shall be considered part of the duties of the office in which they are serving, and time shall be allowed therefor during office hours.”

E-Projects Challenges in India – Role of Human Resource Management and Technology

2018 ◽  
Vol 6 (8) ◽  
pp. 263
Author(s):  
Ramnik Kaur
Keyword(s):  
Developing Countries ◽  
Public Administration ◽  
Paradigm Shift ◽  
Successful Implementation ◽  
The Public ◽  
Government Services ◽  
The Past ◽  
The Government ◽  
Traditional Approaches

E-governance is a paradigm shift over the traditional approaches in Public Administration which means rendering of government services and information to the public by using electronic means. In the past decades, service quality and responsiveness of the government towards the citizens were least important but with the approach of E-Government the government activities are now well dealt. This paper withdraws experiences from various studies from different countries and projects facing similar challenges which need to be consigned for the successful implementation of e-governance projects. Developing countries like India face poverty and illiteracy as a major obstacle in any form of development which makes it difficult for its government to provide e-services to its people conveniently and fast. It also suggests few suggestions to cope up with the challenges faced while implementing e-projects in India.

Administrative elites and the crisis: what lies ahead for the senior civil service in Greece?

2014 ◽  
Vol 80 (4) ◽  
pp. 709-725 ◽  
Author(s):  
Calliope Spanou
Keyword(s):  
Public Administration ◽  
Economic Crisis ◽  
Civil Service ◽  
Civil Service Reform ◽  
The Public ◽  
Administrative Elites ◽  
The Impact ◽  
The Relationship

The nature of the relationship between the public administration and politics and the subsequent role of the administration appear to be incompatible with the emergence of an administrative elite. After analysing the reasons for this incompatibility, the article explores the impact of the measures taken in the wake of the economic crisis on the civil service and its reform, and also the prospects for the development of a senior civil service. The key, and also the challenge, to any change in this direction remains the rebalancing of the relationship between the public administration and politics. Points for practitioners What might interest practitioners is the issue of the conditions of effectiveness of civil service reform in times of economic crisis and significant pressure.

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