Improving the Performance of Government Employees: A Manager's Guide

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About Improving The Performance Of Government

Product Description In light of an increasingly tumultuous political landscape, the success, efficiency, and performance of government employees and departments is more critical than ever before. With over thirty years of experience working for the federal government, author Stewart Liff shares firsthand knowledge about the key to improving a government team’s performance results: understanding how different management systems perform individually and interact with one another. Improving the Performance of Government Employees helps readers do this by examining the roles and challenges of structural and technical systems, information and decision-making processes, rewards systems, and human capital management to provide managers the necessary blueprint for substantial improvement within every facet of government work. You’ll learn how to deliver consistent messages to all employees, hold others accountable through clear expectations and measurable goals, and work with a strong leadership team to maintain, adjust, and improve all procedures.Including real-world government case studies demonstrating dramatic change, this must-have, inspirational guidebook teaches government leaders to optimize their team’s performance--and provide the best possible service to the public. Book Description With public scrutiny intensifying every day, optimizing the performance of government employees and departments is more critical than ever before. And just as in the private sector, the key for managers is to understand how different management systems perform individually and interact with one another. This book examines the roles and challenges of structural and technical systems, information and decision-making processes, rewards systems, and human capital management, and shows managers how to: • Deliver clear and consistent messages to all employees • Position employees and units to provide the best possible service to the public • Hold them accountable through clear expectations and measurable goals • Work with a strong leadership team to maintain, adjust, and improve all procedures Liff devotes a chapter to each system and discusses its impact on overall performance as well as how to work proactively and innovatively to implement changes that will make a big difference. Including real-world government case studies demonstrating dramatic change, the book is both an inspiration and a blueprint for substantial improvement within every facet of government work. From the Inside Flap Getting the most out of employees in government offices is one of the legendary management challenges. With an emphasis, it seems, on protocols and processes rather than on results, government offices have often been regarded (often correctly) as bastions of mediocrity, havens for sub­standard performers, and places where rule number one was cover your. . .self. Fortunately, there are strategies you can use to help recruit, train, retain, motivate, and reward excellent employees, along with holding them accountable for their department’s successes and failures. Stewart Liff looks at government processes as being built around six major systems, separate entities with interdependent needs and purposes. From simple adjustments to major overhauls, no reimagining of a performance model should be undertaken without understanding the roles of: • Organizational systems. How critical is your department’s organizational framework, and how does it dictate and shape everything the department does? How can you optimize it? • Technical systems. What processes occur in your agency and who owns them? How do you indentify, quantify, and leverage their value? How do you give employees what they need without tearing everything down first? • Structural systems. Where does your “local” organization fit within the larger government structure, and who should be doing what? What do you need to know about working with other agencies, contractors, a