Collaboration in Data Gathering Methods
Collaboration in information gathering techniques were not an easy task. It involved reviewing of charts and graphs from scholarly articles that described Federal civilian workforce from 1958 to 2012, pay raises for Federal against private workforce from 1978 to 2014, occupation of Federal as well as private sector workforce from 2008 to 2012, education level distribution in Federal against private workforce from 2008 to 2012, Federal age distribution in 2001 and 2011 and Federal against private age distribution in 2011. The process relates to modeling requirements of hybrid framework used in public needs assessment process by gathering information from various sources and analyzing them to arrive at accurate information. These structural approaches are based on standardized services, which are reactively driven through public management which is piecemeal in efficiency.
Public administration researchers have gone a notch higher to analyze both the degree of individual improvement determinations throughout the civic sector and their related effects upon the attitudes of employee towards public sector occupation. Nevertheless, to the extent that these transformations are a representative of the future civic sector HRM, the arena is yet to solve education of the future civil employees and experts in human resources should be amended to portray the change (Llorens, 2013). The advantages of the models is that it helps scholars identify the gaps by re-assessing the subject areas as well as competencies that have been for so long rendered the principle of public sector HRM education. In addition, it suggests that what new experiences should be presented into the principle in light of the modern reform; practitioner and academic based programs of education to indicate the available landscape of HRM sector. On the other hand, the models are disadvantageous as they constrain at all levels of the government the distribution of services of government along with the demand-driven forecasts and which is problematic to withstand. The government of the U.S. is facing difficulties at all its levels of governance in the planning and delivery of public services for the prospective (Llorens and Battaglio, 2010).
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Federal Employment Trends
In 1990s, there were residents for each Federal worker totaling to 119 with an exception of employment peaks related to the decennial census. Federal employment generally increased marginally in the 1980s and as well dropped in the 1990s.
The administration has made some appropriate progress in improving the performance of employee and management of human capital. Several have been proposed such as developing a workforce the necessary skills to meet the missions of the agency. Also, it will develop and use analysis of personnel to steer decision making, create new programs to impart talents into agencies and heighten attention to a varied and incorporative workforce. The administration will also shift focus on performance services of senior executives’ appraisal mechanisms and strengthen the partnerships of labor management.
In delivering the public service, the government of the United States should launch a future program founded on up to date research as well as leadership of thought. Thus, I will observe that, the public service should focus on major developments. In my case, I will focus on four major advances to change the status quo. These are the structural shifts in designing and delivering services of the public. The public have based their belief on governments that it will require to make so that it provides against public service results that citizens expect while maintaining costs without compromise. The first structural model is shifting from basic services to individualized services. Second, shifting from a structure that is reactive to that which is insight driven. Third, involves shifting from managing the public to instilling entrepreneurship among the public. Last but not least, it entails a shift from haphazard efficiency to mission-oriented productivity (West, 2015).
Experiences as well as research show that the remedy to the underlying problem lies in the improvement of public service productivity which entails improvements in the levels and quality of results without proportional upsurges in revenues. As highlighted in Oxford Economics, by the year 2025 the United States could reap from savings as much as $995 billion. That is based on expenditures when the government increases its public services effectively by only one percent every year. This will offset the anticipated gap (Llorens and Battaglio, 2010). A poll released by Ipsos MORI, several citizens of the United States accounting for 51 percent stated provision of services in an appropriate cost-effective means. Further, improvement in the public service productivity is likely to expand the long term delivery costs and the equality of the public service results. The models for improving the public service productivity includes but not limited to conducting population segmentation into much more specific categories based on needs. In addition, the public service should carry out budgeting based on performance, and restructuring the core functions. Last, but not least, the public service should determine a more effective asset management mechanism as well as identify current approaches of collaboration (West, 2015).
Review of Case Study “Privatization”
Privatizing public services is likely to erode transparency and accountability as well as take governments into huge debts. All the levels of governments are yearning for budgeting balance and they often want to be privatized as a means to finding solution. Privatization appears a motive with hidden costs and outcomes when the public service is turned over to a profitable company.
Different governments emanating from small towns up to the federal agencies have been delegating public services to the private sector ever since 1980s. The system is based on the notion that private sector can assist the government to make and save money by doing jobs in a cheaper, faster as well as manage public assets effectively. For instance, New Jersey came up with the Task Force on Privatization to review opportunities regarding privatization within the state government to assist in identifying obstacles. In the research, the task force came up with approximated yearly savings from privatization amounting to at least $210 million and established that many government examples of positive efforts in some states. Also Philadelphia and Pennsylvania saved at least $275 million by privatizing the cities services. Chicago did a privatization of 40 city services. From the start of 2005, it has collected at least $3 billion in upfront payments from city leases on the assets by private sector. In 2005, the Governor of West Virginia worked to change the state’s commission on workers compensation to a private insurance company.
The change led to workers’ rates of compensation to drop to 30 percent across the state, which translated to above $150 million in a yearly savings of an employer. The task force for New Jersey stated that, throughout the many years, across all levels of government, the role of the public sector has transformed increasingly from service that are direct to those that are indirect, or are associated with broker of services. Governments are dependent more on public networks, non-profit and private organizations to deliver services. The report highlighted another main feature. The states that have been most successful in privatization developed a permanent and centralized entity to managing and overseeing the operations, from project assessments and vender selection to contracting and procuring. For the governments that seek shortcuts, they choose sub-standardly equipped contractors and they fail to monitor development. On the contrary, outsourcing contracts is likely to turn into a costly disaster.
References
Llorens, J. J. (2013). 16. Public sector human resource management education in the United States: contemporary challenges and opportunities for performance improvement. Human Resource Management in the Public Sector , 303.
Llorens, J. J., & Battaglio, R. P. (2010). Human resources management in a changing world: Reassessing public human resources management education. Review of Public Personnel Administration , 30 (1), 112-132.
West, J. P. (2015). Labor-Management Relations in Public (and Business) Administration: A Textbook Case?. JPAEjourNAl of Public AffAirS educAtioN volume 21 Number 3 , 2015 , 449. Klingner, D. E., Nalbandian, J., & Llorens, J. (2010). Public personnel management: Contexts and strategies (6th ed.). Upper Saddle River, NJ: Pearson.
