2期

最新文章

• Merit, management, and neutral competence: Lessons from the US Merit Systems Protection Board, FY1988-FY 1997 AI翻译
  作者：West, WF; Durant, RF
  作者单位：Texas A&M University System; Texas A&M University College Station; Bush School of Government & Public Service; University System of Maryland; University of Baltimore
  摘要：Despite the centrality of merit principles to governance in the United States over the past century, scant empirical research examines linkages between institutions, and outcomes in the implementation of merit system protections. We argue that the fate of merit principles depends, at a minimum, on two influences that may compete with neutral competence. The first is partisan responsiveness by counter bureaucracies charged with holding agencies accountable to merit principles. The second influe...
• Goal displacement: Assessing the motivation for organizational cheating AI翻译
  作者：Bohte, J; Meier, KJ
  作者单位：Oakland University; Texas A&M University System; Texas A&M University College Station
  摘要：major problem in assessing bureaucratic performance is the difficulty in judging the Final social outcomes stemming from the work of public agencies. As a result, public agencies are frequently evaluated based on the outputs they produce. Agency outputs (such as, criminal cases solved, inspections) are easier to measure than the actual contributions agencies make to social outcomes (such as, preventing workplace discrimination, protecting the environment). When agency performance is evaluated ...
• Lessons from the Y2K and you campaign for the local government community AI翻译
  作者：Toregas, C
• Applying large-group interaction methods in the planning and implementation of major change efforts AI翻译
  作者：Bryson, JM; Anderson, SR
  作者单位：University of Minnesota System; University of Minnesota Twin Cities; University of Minnesota System; University of Minnesota Twin Cities; University of Minnesota System; University of Minnesota Twin Cities
  摘要：Public policy makers, planners, and managers are increasingly relying on what might be called large-group interaction methods to involve large numbers of people (from as few as eight to more than 2,000) in planning and implementing major change efforts. These methods are structured processes for engaging large numbers of people to: (1) enhance the amount of relevant information brought to bear on a problem; (2) build commitment to problem definitions and solutions; (3) fuse planning and implem...