Managing government employees: how to motivate your people, deal with difficult issues, and achieve tangible results
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| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York
American Management Association
c2007
|
| Schlagworte: | |
| Online-Zugang: | FAW01 FAW02 Volltext |
| Beschreibung: | Includes bibliographical references (p. 211-214) and index What is different about working for the government? -- The private sector is in business to make a profit -- Government organizations are run by elected officials -- Government organizations generally require a higher degree of bureaucracy -- Government organizations typically receive more scrutiny -- Government employees are often paid at a different rate -- Government employees usually have better job security -- Most government employees do not have the right to strike -- Why people come to work for the government -- They want to make a difference -- They want the total package of government pay, benefits, and retirement -- They want the job security offered by the government -- The government can offer the right job and training -- The government offers many opportunities to advance -- Why do government personnel systems make things so difficult? -- History of the civil service -- Perception -- What can be done? -- Guiding principles of managing people in government -- - Overall philosophy -- Most people want to do a good job -- Most people want to be part of a winning organization -- Always treat people with respect -- Apply the golden rule -- Many (not all) problems are caused by management -- Look at your management systems -- Make sure your systems are reliably applied -- Always remember that your decisions affect people's lives -- The objective: performance -- The workforce -- Winning the battle for hearts and minds of the middle 80 percent -- Avoiding confrontation with the bottom 10 percent -- Don't rely only on the top 10 percent- pull others up -- Strategies and tactics for managing government employees -- Communicate with employees as much as you can (visually, whenever possible) -- Teach them the big picture (the political climate) -- Teach them what's going on in the local organization -- Give them feedback as to how they are doing -- Manage by walking around (MBWA) -- Ask your employees for advice -- Say "thank you" as often as you can -- - Be sensitive to people's sensitivities -- Your Human Resources management advisors -- The two types of HR specialists -- Getting good HR advice is harder than ever -- Dealing with difficult people -- Overall philosophy -- A problem employee tends to stay a problem unless handled -- Beware of the employee who continually uses the same excuses -- You can successfully deal with a difficult government employee -- Tactics -- Utilize the probationary period -- Keep it simple, stupid -- If poor employees never cross the line, change the line -- Make sure you control the situation -- Bring your problems to a head -- Fear -- The key players in having an effective program of discipline -- Lessons learned -- Document, document, document -- You don't need a perfect case to take action -- Avoid third parties when you can, but don't be afraid of them -- It's better to lose an occasional case than to never take action -- Let them fight you from outside the organization -- Performance management -- - Principles -- Goals -- Involvement -- Performance appraisal -- What is it? -- How does it work? -- What is it used for? -- What is in a performance plan? -- How do you write performance standards? -- Dealing with problem employees -- Identify them early and let them know there is a problem -- Always make a good-faith effort to help your employees -- Don't wait too long to take action -- Document your actions -- Keep your focus -- Best practices -- Examine the performance trends -- Look for common causes of performance problems -- Use spreadsheets to track employee performance -- Post-performance data -- Issue monthly performance report cards -- Rewards and recognition -- Overview -- Nonmonetary recognition -- Monetary recognition -- Alignment -- A simple rewards system that works -- Results of this system -- Why did this system work so well? -- Attendance management -- Tours of duty -- Flexible work schedules -- Compressed work schedules -- - Considerations regarding flexible and compressed schedules -- Alternate workplace -- Work at home -- Outbased locations -- Leave administration -- Principles of leave administration -- Annual leave -- Sick leave -- Leave without pay (LWOP) -- Labor relations -- Overview -- Overall philosophy -- Keep the union informed -- Treat the union well -- Let the union have some victories -- Negotiations -- Be prepared -- Stay cool -- Understand the long-term impact of an agreement -- Frame the issue -- Unfair labor practice (ULP) charges -- Grievances -- Grievance procedures -- How to handle a grievance -- Lessons learned -- Build a personal relationship with the union -- Use humor -- Be wary of union factoids -- Learn to think like the union -- Equal employment opportunities -- Overview -- Philosophy -- Be honest -- Look at things from the other person's perspective -- Know your statistics -- The most common EEO issues -- EEO issues involving the disabled -- Sexual harassment -- - Strategies and tactics -- Rally the workforce around the mission and the metrics -- Be careful what you say -- Don't act in a vacuum -- Make sure your supervisors are sensitive to their EEO responsibilities -- How to handle filed complaints -- Stay calm -- Settle case where appropriate -- Pick your battles -- Final thoughts |
| Beschreibung: | 1 Online-Ressource (xiv, 223 p.) |
| ISBN: | 0814408877 0814429939 9780814408872 9780814429938 |
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| 500 | |a - Overall philosophy -- Most people want to do a good job -- Most people want to be part of a winning organization -- Always treat people with respect -- Apply the golden rule -- Many (not all) problems are caused by management -- Look at your management systems -- Make sure your systems are reliably applied -- Always remember that your decisions affect people's lives -- The objective: performance -- The workforce -- Winning the battle for hearts and minds of the middle 80 percent -- Avoiding confrontation with the bottom 10 percent -- Don't rely only on the top 10 percent- pull others up -- Strategies and tactics for managing government employees -- Communicate with employees as much as you can (visually, whenever possible) -- Teach them the big picture (the political climate) -- Teach them what's going on in the local organization -- Give them feedback as to how they are doing -- Manage by walking around (MBWA) -- Ask your employees for advice -- Say "thank you" as often as you can -- | ||
| 500 | |a - Be sensitive to people's sensitivities -- Your Human Resources management advisors -- The two types of HR specialists -- Getting good HR advice is harder than ever -- Dealing with difficult people -- Overall philosophy -- A problem employee tends to stay a problem unless handled -- Beware of the employee who continually uses the same excuses -- You can successfully deal with a difficult government employee -- Tactics -- Utilize the probationary period -- Keep it simple, stupid -- If poor employees never cross the line, change the line -- Make sure you control the situation -- Bring your problems to a head -- Fear -- The key players in having an effective program of discipline -- Lessons learned -- Document, document, document -- You don't need a perfect case to take action -- Avoid third parties when you can, but don't be afraid of them -- It's better to lose an occasional case than to never take action -- Let them fight you from outside the organization -- Performance management -- | ||
| 500 | |a - Principles -- Goals -- Involvement -- Performance appraisal -- What is it? -- How does it work? -- What is it used for? -- What is in a performance plan? -- How do you write performance standards? -- Dealing with problem employees -- Identify them early and let them know there is a problem -- Always make a good-faith effort to help your employees -- Don't wait too long to take action -- Document your actions -- Keep your focus -- Best practices -- Examine the performance trends -- Look for common causes of performance problems -- Use spreadsheets to track employee performance -- Post-performance data -- Issue monthly performance report cards -- Rewards and recognition -- Overview -- Nonmonetary recognition -- Monetary recognition -- Alignment -- A simple rewards system that works -- Results of this system -- Why did this system work so well? -- Attendance management -- Tours of duty -- Flexible work schedules -- Compressed work schedules -- | ||
| 500 | |a - Considerations regarding flexible and compressed schedules -- Alternate workplace -- Work at home -- Outbased locations -- Leave administration -- Principles of leave administration -- Annual leave -- Sick leave -- Leave without pay (LWOP) -- Labor relations -- Overview -- Overall philosophy -- Keep the union informed -- Treat the union well -- Let the union have some victories -- Negotiations -- Be prepared -- Stay cool -- Understand the long-term impact of an agreement -- Frame the issue -- Unfair labor practice (ULP) charges -- Grievances -- Grievance procedures -- How to handle a grievance -- Lessons learned -- Build a personal relationship with the union -- Use humor -- Be wary of union factoids -- Learn to think like the union -- Equal employment opportunities -- Overview -- Philosophy -- Be honest -- Look at things from the other person's perspective -- Know your statistics -- The most common EEO issues -- EEO issues involving the disabled -- Sexual harassment -- | ||
| 500 | |a - Strategies and tactics -- Rally the workforce around the mission and the metrics -- Be careful what you say -- Don't act in a vacuum -- Make sure your supervisors are sensitive to their EEO responsibilities -- How to handle filed complaints -- Stay calm -- Settle case where appropriate -- Pick your battles -- Final thoughts | ||
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Datensatz im Suchindex
| _version_ | 1804175574283845632 |
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| any_adam_object | |
| author | Liff, Stewart |
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| dewey-search | 352.6/8 |
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| dewey-tens | 350 - Public administration and military science |
| format | Electronic eBook |
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| id | DE-604.BV043133061 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:18:27Z |
| institution | BVB |
| isbn | 0814408877 0814429939 9780814408872 9780814429938 |
| language | English |
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| spelling | Liff, Stewart Verfasser aut Managing government employees how to motivate your people, deal with difficult issues, and achieve tangible results Stewart Liff New York American Management Association c2007 1 Online-Ressource (xiv, 223 p.) txt rdacontent c rdamedia cr rdacarrier Includes bibliographical references (p. 211-214) and index What is different about working for the government? -- The private sector is in business to make a profit -- Government organizations are run by elected officials -- Government organizations generally require a higher degree of bureaucracy -- Government organizations typically receive more scrutiny -- Government employees are often paid at a different rate -- Government employees usually have better job security -- Most government employees do not have the right to strike -- Why people come to work for the government -- They want to make a difference -- They want the total package of government pay, benefits, and retirement -- They want the job security offered by the government -- The government can offer the right job and training -- The government offers many opportunities to advance -- Why do government personnel systems make things so difficult? -- History of the civil service -- Perception -- What can be done? -- Guiding principles of managing people in government -- - Overall philosophy -- Most people want to do a good job -- Most people want to be part of a winning organization -- Always treat people with respect -- Apply the golden rule -- Many (not all) problems are caused by management -- Look at your management systems -- Make sure your systems are reliably applied -- Always remember that your decisions affect people's lives -- The objective: performance -- The workforce -- Winning the battle for hearts and minds of the middle 80 percent -- Avoiding confrontation with the bottom 10 percent -- Don't rely only on the top 10 percent- pull others up -- Strategies and tactics for managing government employees -- Communicate with employees as much as you can (visually, whenever possible) -- Teach them the big picture (the political climate) -- Teach them what's going on in the local organization -- Give them feedback as to how they are doing -- Manage by walking around (MBWA) -- Ask your employees for advice -- Say "thank you" as often as you can -- - Be sensitive to people's sensitivities -- Your Human Resources management advisors -- The two types of HR specialists -- Getting good HR advice is harder than ever -- Dealing with difficult people -- Overall philosophy -- A problem employee tends to stay a problem unless handled -- Beware of the employee who continually uses the same excuses -- You can successfully deal with a difficult government employee -- Tactics -- Utilize the probationary period -- Keep it simple, stupid -- If poor employees never cross the line, change the line -- Make sure you control the situation -- Bring your problems to a head -- Fear -- The key players in having an effective program of discipline -- Lessons learned -- Document, document, document -- You don't need a perfect case to take action -- Avoid third parties when you can, but don't be afraid of them -- It's better to lose an occasional case than to never take action -- Let them fight you from outside the organization -- Performance management -- - Principles -- Goals -- Involvement -- Performance appraisal -- What is it? -- How does it work? -- What is it used for? -- What is in a performance plan? -- How do you write performance standards? -- Dealing with problem employees -- Identify them early and let them know there is a problem -- Always make a good-faith effort to help your employees -- Don't wait too long to take action -- Document your actions -- Keep your focus -- Best practices -- Examine the performance trends -- Look for common causes of performance problems -- Use spreadsheets to track employee performance -- Post-performance data -- Issue monthly performance report cards -- Rewards and recognition -- Overview -- Nonmonetary recognition -- Monetary recognition -- Alignment -- A simple rewards system that works -- Results of this system -- Why did this system work so well? -- Attendance management -- Tours of duty -- Flexible work schedules -- Compressed work schedules -- - Considerations regarding flexible and compressed schedules -- Alternate workplace -- Work at home -- Outbased locations -- Leave administration -- Principles of leave administration -- Annual leave -- Sick leave -- Leave without pay (LWOP) -- Labor relations -- Overview -- Overall philosophy -- Keep the union informed -- Treat the union well -- Let the union have some victories -- Negotiations -- Be prepared -- Stay cool -- Understand the long-term impact of an agreement -- Frame the issue -- Unfair labor practice (ULP) charges -- Grievances -- Grievance procedures -- How to handle a grievance -- Lessons learned -- Build a personal relationship with the union -- Use humor -- Be wary of union factoids -- Learn to think like the union -- Equal employment opportunities -- Overview -- Philosophy -- Be honest -- Look at things from the other person's perspective -- Know your statistics -- The most common EEO issues -- EEO issues involving the disabled -- Sexual harassment -- - Strategies and tactics -- Rally the workforce around the mission and the metrics -- Be careful what you say -- Don't act in a vacuum -- Make sure your supervisors are sensitive to their EEO responsibilities -- How to handle filed complaints -- Stay calm -- Settle case where appropriate -- Pick your battles -- Final thoughts POLITICAL SCIENCE / Public Affairs & Administration bisacsh Civil service / Personnel management fast Civil service Personnel management http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=181410 Aggregator Volltext |
| spellingShingle | Liff, Stewart Managing government employees how to motivate your people, deal with difficult issues, and achieve tangible results POLITICAL SCIENCE / Public Affairs & Administration bisacsh Civil service / Personnel management fast Civil service Personnel management |
| title | Managing government employees how to motivate your people, deal with difficult issues, and achieve tangible results |
| title_auth | Managing government employees how to motivate your people, deal with difficult issues, and achieve tangible results |
| title_exact_search | Managing government employees how to motivate your people, deal with difficult issues, and achieve tangible results |
| title_full | Managing government employees how to motivate your people, deal with difficult issues, and achieve tangible results Stewart Liff |
| title_fullStr | Managing government employees how to motivate your people, deal with difficult issues, and achieve tangible results Stewart Liff |
| title_full_unstemmed | Managing government employees how to motivate your people, deal with difficult issues, and achieve tangible results Stewart Liff |
| title_short | Managing government employees |
| title_sort | managing government employees how to motivate your people deal with difficult issues and achieve tangible results |
| title_sub | how to motivate your people, deal with difficult issues, and achieve tangible results |
| topic | POLITICAL SCIENCE / Public Affairs & Administration bisacsh Civil service / Personnel management fast Civil service Personnel management |
| topic_facet | POLITICAL SCIENCE / Public Affairs & Administration Civil service / Personnel management Civil service Personnel management |
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