Managing Government Employees: How to Motivate Your People, Deal with Difficult Issues, and Achieve Tangible Results

Managing Government Employees: How to Motivate Your People, Deal with Difficult Issues, and Achieve Tangible Results

Managing Government Employees: How to Motivate Your People, Deal with Difficult Issues, and Achieve Tangible Results

Managing Government Employees: How to Motivate Your People, Deal with Difficult Issues, and Achieve Tangible Results

Synopsis


" Managing government employees presents unique challenges. Government managers may feel that stringent and convoluted regulations mean they " " can't do that" " Some others may use that perception as a crutch. But the truth for all of them is, yes, they can " " do that" " - and they'd better. " " That" means managing employees as proactively and decisively as their corporate counterparts, and holding their staffs, teams, and departments accountable for productivity and results. Managing Government Employees offers dozens of techniques for meeting the challenges and stressful situations supervisers face on a daily basis. Major topics include how to:

• get maximum dedication and productivity from employees

• improve results of poor performers and discipline or fire them when necessary

• deal with union and EEO issues

• cut through the red tape of government employment systems

For managers frustrated by government bureaucracy, this book lets them know they have more power than they may think."

Excerpt

I came to work for the federal government in the summer of 1974. I did not want to work there, but it felt as though I had nowhere else to turn. I had graduated from college with a degree in fine arts and quickly learned that there was little demand for someone with my limited business skills.

Prior to entering government service, I floated among a variety of unsatisfying jobs, ranging from a private investigator to a taxi driver to a stereo salesman. Finally, at the urging of my wife, I took several civil service exams and eventually secured a civilian job with the United States Army as a personnel intern.

I kept looking for better jobs in the private sector, but my education and background always seemed to get in the way. Over time, I began to see the benefits of working for the government, as I enjoyed the mission, career opportunities, pay, job security, and other benefits. Eventually, I decided to make it a career.

During my 32-year career, I worked for a number of different agencies, including the Department of Defense, the General Services Administration, the Federal Energy Administration, the Veterans Health Administration, and the Veterans Benefits Administration. I also worked in multiple locations, including Brooklyn, Manhattan, and the Bronx, New York, as well as Roanoke, Virginia, Los Angeles, California, Washington, D.C., and Atlanta, Georgia.

I spent my entire government career working in human resources and/or management. Three of these years were devoted to representing the government before third parties on such diverse issues as removals, grievances, discrimination com-

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