Public Personnel Problems from the Standpoint of the Operating Officer

Public Personnel Problems from the Standpoint of the Operating Officer

Public Personnel Problems from the Standpoint of the Operating Officer

Public Personnel Problems from the Standpoint of the Operating Officer

Excerpt

Three objectives have been sought in the preparation of the present book: (1) to attempt to see public personnel administration as a whole; (2) to view it primarily, although by no means exclusively, from the standpoint of an operating officer immediately responsible for getting a certain specific task done or for rendering a specific governmental service; and (3) to deal with the subject as simply and as realistically as possible, making free use of illustrative cases. Each of these objectives deserves some introductory comment.

PUBLIC PERSONNEL ADMINISTRATION DEFINED

If public personnel administration is to be viewed as a whole it must be broadly and inclusively defined to include all the relationships between the government as an employer and its employees. For the purposes of definition this broad field may be divided into three main branches: (1) operating personnel administration; (2) control personnel administration; (3) developmental personnel administration.

Operating personnel administration is that part of personnel administration which has not been separated, and perhaps cannot be separated from the rest of day-to- day management of an operating agency and thus remains in the hands of the responsible operating officers.

Control personnel administration is that part of personnel administration which has been separated out and centralized in a special personnel agency that exercises control over the regular operating officers with respect to these personnel matters. The United States Civil Service Commission is such an agency, controlling adminis-

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