Public Personnel Management

Hyde, Albert C.; Gilbert, G. Ronald

doi: 10.1177/009102608501400401pmid: N/A

Hyde, Albert C.

doi: 10.1177/009102608501400402pmid: N/A

Productivity improvement is arguably the most significant management theme of the 1980s. Major declines in the nation's annual rate of productivity growth have alarmed many private and public sector leaders and have spawned a host of new initiatives by organizations to increase productivity. Organizational approaches have integrated traditional measurement techniques with new forms of participative management to include team building, quality circles, and quality of worklife experimentation. Six major models for productivity improvement are examined and implications for personnel managers explored.

Wakham, E.C.

doi: 10.1177/009102608501400403pmid: N/A

The overall environment concerning productivity improvement in the public sector, and especially in the federal government, involves policy, political, and managerial dimensions. While there is a mandate for change, specific solutions must take into consideration social, political, and administrative realities. Federal managers, while welcoming new initiatives in this area, view with concern long-range prospects for effective change. A special role for personnel management is imperative.

Braunstein, David R.

doi: 10.1177/009102608501400404pmid: N/A

NASA's productivity improvement program began with a strong commitment from top management to not only develop a program that would make the organization more effective, but would address wider concerns about the nation's overall productive capacity. Strategies involved a strong planning approach, extensive employee participation, and an overall concept of integrating quality, productivity, and innovation. A unique aspect of NASA's approach has been the strong involvement of its contractors and NASA's concern with educational outreach.

Sullivan, Leslie J.; Young, R. Wayne

doi: 10.1177/009102608501400405pmid: N/A

To be effective, a productivity management program must be specifically tailored to match the cultural climate, goals and missions of the organization to which its efforts are directed. JSC is a high technology organization, composed primarily of professionals engaged in long term space programs. Because of JSC's extensive interfaces with contractor organizations in accomplishing its programs, JSC's productivity program is vitally concerned not only with the efforts and motivation of its own personnel, but also with the productivity of contractor organizations. The ultimate objective of the program is develop win/win situations for both the individuals and the organizations comprising the space team.

Franke, John J.; Halstead, Robert G.; Hess, Susan B.

doi: 10.1177/009102608501400406pmid: N/A

The most important element in the productivity equation is the people resource. To address employees' current workplace concerns and barriers affecting morale and productivity and outfit the workforce to meet future needs, public sector organizations need to undertake long-term, comprehensive, multi-front campaigns to help people work more productively. Getting employees to participate in the design of changes helps get commitment and results.

Jimeno, Julius C.; Carney, Brian

doi: 10.1177/009102608501400407pmid: N/A

A major component of the U.S. Department of Agriculture's productivity improvement efforts has been the Quality of Worklife (QWL) Survey. Use of the survey in an action-research approach has enabled managers and employees to focus in on productivity problems without losing sight of work environment objectives. Survey findings are presented and survey methodologies reviewed for possible applications by other organizations.

Jarrett, James E.

doi: 10.1177/009102608501400408pmid: N/A

State governments have been pioneers in the area of productivity improvement and are even more interested in such efforts given current budgetary and resource constraints. An overview of programs initiated by state governments shows considerable diversity in approach and methodology. Five major areas of activity include: training, quality circles, health cost containment, incentive systems, and employee appreciation activities. Problems reviewed in this article include limitations in program scope, degrees of support for programs, and lack of effective planning.

Schlar, Edward

doi: 10.1177/009102608501400409pmid: N/A

Initiated in 1970 as a centralized industrial engineering-based program, the City of Phoenix productivity effort now encompasses City-wide efforts combining a broad base of behavioral and analytical dimensions. The article provides a brief history of the program and summarizes the key elements. Insights on potential areas for success and difficulty are provided. The author candidly shares his feelings about his experiences with the City of Phoenix and municipal productivity in general.

Kelly, Joyce

doi: 10.1177/009102608501400410pmid: N/A

One of the most extensive experiments in the public sector with Quality Circles has been underway in the City of Fort Collins, Colorado since 1980. Development of the Quality Circle program began directly from productivity problems in the City's equipment shop to the establishment of over 20 circles today. Structure, training strategies, implementation process, and evaluation of organizational impacts and performance accomplishments are reviewed. Many of the steps followed by Fort Collins contradict “conventional methods” advocated for implementing quality circles leading to the conclusion that there are multiple routes for achieving a successful program.