Downsizing the federal government: the management of public sector workforce reductions
The main focus of downsizing has shifted from the private to the public sector. The cutbacks began in the Department of Defense. Now the goal is a federal civilian workforce reduction of 12 percent by the year 2000.This pioneering study looks at the management of workforce reductions in the public sector both in theory and in practice. Three case studies -- of the Defense Logistics Agency, the Bureau of Reclamation, and the Food and Drug Administration -- illustrate the organizational, managerial, and human dimensions of attempting to improve performance with reduced resources. The author draws on extensive interviews with senior executives and middle managers in the three agencies; at the General Accounting Office, the Office of Personnel Management, and the National Performance Review; the Senior Executives Association and the Federal Managers Association; and scholars and researchers.In a larger sense, this work pushes the boundaries of knowledge concerning organizational change and makes a significant contribution to organization theory. It offers important new insights not only for public sector managers but for organization theorists and management specialists whose work on downsizing has been presumed but not shown to be applicable to the public sector.
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Downsizing Strikes the Federal Government
Reinventing Government and Downsizing
What Was Learned
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achieve Additionally behavior BRAC budget Bureau of Reclamation bureaucracy buyouts Cameron causal network civilian coding competencies for downsizing Contract Management critical incidents cutbacks and retrenchment Defense Logistics Agency downsizing activities downsizing aspects downsizing process Drug Administration effects elimination end of fiscal environment executive competencies executive interviews executive management practices federal agencies federal career federal government Fiscal Years 1993 Food and Drug GPRA grade GS/GM headquarters Human Resources identified implementation improve leadership lessons learned levels literature manage downsizing management during downsizing management of downsizing ment middle managers mission National Performance Review Office of Personnel Omnibus Spending Bill organizational change organizations percent Personnel Management plans positions programs Public Administration public sector questions reengineering reinventing government reorganization resources management restructuring RIFs Senior Executive Service streamlining Table teams theoretical sampling tion tives U.S. Congress U.S. Office views of downsizing VSIP workforce capabilities workload