The Changing Federal Workplace

This report summarizes the Board' 1996 Merit Principles Survey which gathered the opinions of over 9,700 Federal employees concerning their work and work environment. The survey also included items on the effect that workplace changes such as downsizing and reinvention initiatives have had on organizational operations and worker productivity.

Provides information on the programs and policies selected nonfederal employers have used to help their employees balance work and family responsibilities. Also describes how these employers decided they needed work/family programs, implemented them, and evaluated them. Finally, the report compares federal and nonfederal efforts in this area, noting certain barriers to federal work/family programs. Charts and tables.

Summarizes a survey of over 9,700 Federal employees. These employees provide a representative cross section of 1.7 million full-time permanent members of the Nation's civilian workforce. Sections: effect of National Performance Review reinvention efforts; decentralizing decisionmaking; giving employees the necessary resources; holding employees accountable; forming labor-management partnerships; eliminating what we don't need and improving efficiency; impact of budget cuts; reinvention initiatives and job satisfaction; prohibited personnel practices; perceptions of discrimination, and attitudes concerning diversity.

Examines the effectiveness of Fed. first-level supervisors and how well agencies select, develop, and manage them. First-line supervisors, as the nexus between gov¿t. policy and action, are critical to productivity, employee engagement, and workplace fairness. Supervisory positions -- even at the first level -- have distinctive responsibilities and skill requirements. Therefore, it is essential that agencies have valid selection criteria and processes, comprehensive training programs, good communication and support networks, and sound accountability mechanisms for their first-level supervisors. In addition, this report recommends specific measures to improve supervisors management and performance. Charts and tables.

In this book-- the first that attempts to establish firm estimates of the shadow work force-- Paul C. Light explores the reasons why the official size of the federal government has remained so small while the shadow of government has grown so large.