Dramatic reform in the public service: At-will employment and the creation of a new public workforce

Kellough, J. E.; Nigro, L. G.
January 2006
Journal of Public Administration Research & Theory;1/3/2006, Vol. 16 Issue 3, p447
Academic Journal
As is widely known, the state of Georgia transformed its civil service system in the mid-1990s. A new performance management and pay-for-performance plan was put into place, and authority for personnel policy was significantly decentralized, but perhaps most notably, all employees hired or promoted after July 1, 1996, were placed in the state's unclassified service, where they were required to serve on an at-will basis. In stark contrast, state workers hired into their positions earlier continued to enjoy an array of job protections and appeals rights as members of the traditional classified service. This article seeks to understand the impact of such dramatic public service reform on the attitudes of employees. A survey of unclassified (at-will) and classified employees conducted four years after the reforms revealed generally negative views toward the array of changes in the state's personnel policies, but interestingly, unclassified employees were significantly less negative about the full range of reforms than their classified coworkers, even when differences in age, tenure, and other factors were held constant.


Related Articles

  • THE CHANGING NATURE OF EMPLOYMENT-RELATED SEXUAL HARASSMENT: EVIDENCE FROM THE U.S. FEDERAL GOVERNMENT, 1978-1994. Antecol, Heather; Cobb-Clark, Deborah // ILR Review;Apr2004, Vol. 57 Issue 3, p443 

    This paper examines the changing nature of attitudes toward and reports of sexual harassment using data for 1978-94 drawn from the U.S. Merit Systems Protection Board (USMSPB) of the U.S. federal government. The authors find that although unwanted sexual behavior reported by federal government...

  • INVESTIGATION OF THE SPECIFIC FEATURES OF CHANGE MANAGEMENT IN STATE CIVIL SERVICE ORGANIZATION. Yureva, O. Y.; Yureva, O. V.; Mikhaylov, F. B.; Pshenichnyi, S. P. // Academy of Strategic Management Journal;2016 Special Issue, Vol. 15, p55 

    In ongoing research on issues of public service, the idea of using organizational change in the civil service is more and more clearly formulated. Based on the methodology of Bourdieu, the authors studied the established patterns of consciousness and behavior of officials (doxa), as well as...


    Commitment to organizational change can explain a range of employees' attitudes and behaviors during organizational change, and its measurement is central to explaining such organizational linkages. The purpose of this study is to re-examine the dimensionality of Herscovitch and Meyer's...

  • Performance Management, Managerial Authority, and Public Service Performance. Nielsen, Poul A. // Journal of Public Administration Research & Theory;Apr2014, Vol. 24 Issue 2, p431 

    A central notion of performance management reform is that outcome-based accountability should be accompanied by increased managerial authority, thereby granting managers the flexibility to engineer performance-oriented change. Studies have revealed, however, that managerial authority does not...

  • Whitehall HR teams facing huge relocation challenge. Berry, Mike // Personnel Today;3/23/2004, p3 

    The relocation of 20,000 Civil Service jobs out of London and the South East will prove a massive challenge for human resource departments in Whitehall, England. The report, backed by chancellor of the Exchequer, Gordon Brown in his budget last week, is part of the government's drive to improve...

  • Human Capital: Managing Human Capital in the 21st Century: T-GGD-00-77. Walker, David M. // GAO Reports;3/9/2000, p1 

    The federal government counts some 1.8 million employees on its payroll. These workers are the government's greatest asset--its human capital. The landmark federal management reforms of the 1990s signaled the start of a new era in which federal agencies are being held accountable for results....

  • Bloomberg's call for cuts a bitter pill. Browne, J. Zamgba // New York Amsterdam News;1/17/2002, Vol. 93 Issue 3, p5 

    Reports on the impact of the call of New York City Mayor Michael Bloomberg for staff reductions and cutbacks in some service areas on Afro-American and Latino leaders. Suspicion of State Senator David Paterson of the unequal effect of the move; Vow of the mayor to balance the budget; Minority...

  • State shuts down amid budget wrestling. Wirtz, Ronald A. // Fedgazette;Sep2005, Vol. 17 Issue 5, p18 

    Reports on the partial closure of government services in Minnesota in July 2005. Reason behind the closure of the services; Percentage of nonessential state services that are affected by the closure; Effect of the closure on workers.

  • Integration Strategy: Key to the Human Capital Challenges Facing Federal Agencies. Datt, Sunil; Rivera, Alfonso // Journal of Government Financial Management;Winter2013, Vol. 62 Issue 4, p46 

    Effective Talent Management is one of four GAO requirements for meeting the growing skills gap in federal agencies. Execution is critically dependent on integration of recruitment, learning, performance management, succession planning and rewards/recognition. A few agencies have procured...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics