The Influence of Organzational Commitment on Officer Retention: A 12-Year Study of U.S. Army Officers

Submitted by on Thu, 03/12/2009 - 20:00

The goal of this report is to improve employee retention rates within the public sector by examining the longitudinal influence of organizational commitment on turnover intentions and actual turnover behavior. By determining the length of time it takes for organizational commitment to develop and the point at which it stabilizes within the employees' tenure in the organization, managers will have a better understanding of when and how organizational commitment develops. Human Capital Management

 

The Importance of Leadership: The Role of School Principals

Submitted by on Thu, 03/12/2009 - 20:00

This report examines how public school leaders affect change by transforming the environment and culture of schools, turning rule bound organizations, often more concerned with the needs of staff, into responsive organizations more concerned with student needs and performance. The study identifies high performing schools and conduct a series of interviews to understand the leadership tools and service delivery techniques that lead to higher performance.Leadership

The Defense Leadership Management Program: Taking Career Development Seriously

Submitted by on Thu, 03/12/2009 - 20:00

This project examines the implementation of the innovative Defense Leadership Management Program (DLAMP) and draws conclusions about its strengths and weaknesses. DLAMP is an innovation in the public sector's management of human resources and an attempt by the federal government to provide a program of systematic career development for it's civilian employees. Programs such as DLAMP are an important component of the public sector’s efforts to shore up its workforce for the challenges of the new century and make government service an attractive career option for generations to come.

The Challenge of Managing Across Boundaries: The Case of the Office of the Secretary in the U.S. Department of Health and Human Services

Submitted by on Thu, 03/12/2009 - 20:00

Since its creation in 1953 as an amalgam of several existing agencies, the U.S. Department of Health and Human Services (originally the Department of Health, Education and Welfare) has struggled to find the appropriate balance between centralized functions in the Office of the Secretary and autonomy to the various agencies and bureaus contained within its boundaries. Over the years, the pendulum has swung back and forth between emphasis on centralization and decentralization.

The Challenge of Developing Cross-Agency Measures: A Case Study of the Office of National Drug Control Policy

Submitted by on Thu, 03/12/2009 - 20:00

This report presents a case-study of the Office of National Drug Control Policy’s development and implementation of a performance measures system. The study examines how the agency moved to a system of accountability linked to program resources and offers insight into the challenge of holding agencies accountable for programs that cut across organizational lines. Managing for Performance and Results

The Challenge of Coordinating "Big Science"

Submitted by on Thu, 03/12/2009 - 20:00

Recent years have seen an increase in cross-agency research and development projects. These initiatives are large and significant in national policy. They include: information technology, nanotechnology, climate change, global change, and bioterrorism. For example, global change has grown to involve eighteen federal agencies and departments, including entities within the executive office of the president. The aim of these and other interagency programs is to draw on the special skills of each organization and weave them into a whole that is greater than the sum of the parts.

The Baltimore CitiStat Program: Performance and Accountability

Submitted by on Thu, 03/12/2009 - 20:00

This project examines managing for results through Baltimore’s CitiStat program in housing and community development, particularly as the city attempts to orchestrate its performance goals, objectives, and outcome measures with those federal and state agencies funding municipal programs. md, maryland Managing for Performance and Results

The Auction Model: How the Public Sector Can Leverage the Power of E-Commerce through Dynamic Pricing

Submitted by on Thu, 03/12/2009 - 20:00

This report explores the vast potential that online auctions present for policy-makers and executives at all levels of government. The study focuses on how the auction model and dynamic pricing can reinvent the way in which government units execute purchasing, disposal of surplus, obsolete, or seized property, and internal allocation of resources. The report examines both the theoretical concepts that will drive government's involvement in online auctions, as well as practical application methods for implementing the auction model.

Supercharging the Employment Agency: An Investigation of the Use of Information and Communication Technology to Improve the Service of State Employment Agencies

Submitted by on Thu, 03/12/2009 - 20:00

This report determines critical challenges facing state employment agencies with regard to their use of communications and information technologies and identifies current best practices that address these challenges. When information and communications technologies are effectively transferred into employment commission functions, the possibility exists to radically improve commission service while at the same time reducing the costs of agency operations.

Strategies for Using State Information: Measuring and Improving Performance

Submitted by on Thu, 03/12/2009 - 20:00

This report examines how federal agencies should adapt their activities now that all federal agencies and most states are moving to results-focused management, especially in the context of technology advances that make public access to and analysis of performance information more affordable. The study creates a vision for how federal agencies can use performance measures more effectively to motivate performance improvements and enhance public accountability of state programs.Managing for Performance and Results

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