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Managing Government Employees
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Managing Government Employees

How to Motivate Your People, Deal With Difficult Issues, And Achieve Tangible Results

Stewart Liff
AMACOM, 2007
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Editorial Rating

9

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Recommendation

Even within the labyrinth of a government agency, a good manager can inspire people and get great results. Stewart Liff draws on his 32-year government career to show you how to increase the productivity of your government agency or organization. For instance, he explains how managers’ fear of taking decisive action can cause government inefficiencies, particularly in maintaining a responsive workforce. Liff provides detailed descriptions of typical employment challenges and offers resolutions gleaned from his considerable experience. His approach enlivens what could easily be a dull lesson, particularly in regard to navigating labor issues. For government professionals in management and human resources, getAbstract recommends this clarifying, nuts-and-bolts guide to managing government employees.

Summary

How Government Agencies Differ from Private Business

Government agencies are fundamentally different from private companies. Whereas private firms exist to make a profit, government agencies exist to execute the “mission” of serving people. Therefore, many people who choose to work for the government want to make a civic contribution. Business models, management and pay also differ between government and the private sector. Numerous rules and layers of oversight shape government agencies. If an agency’s boss is a political appointee, it can face drastic organizational change when a new political party comes into power. Government positions often do not pay as well as equivalent private-sector jobs, though they offer greater security and more robust benefits. They also provide solid opportunities for on-the-job training and advancement.

If you manage a government agency, you face some unique challenges. Before the 1880s, the government sector operated under a “political spoils system” in which bureaucrats could “guarantee jobs to their cronies.” The U.S. Congress cleaned this up by passing several acts that require a rigorous screening process for federal government...

About the Author

Stewart Liff has worked in the federal government for more than 30 years. He is the co-author of Seeing Is Believing.

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