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What Can Federal Employees Teach Us About Productivity Improvement? |
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Abstract:
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Historically, capital investment has been the greatest source of productivity improvements. But what if you don't have the money to invest? Since most Federal agencies operate on limited budgets, we propose redirecting productivity efforts into better management of human capital. In this paper, we examine productivity through the eyes of Federal employees. Drawing on government studies and academic literature, we identify what makes Federal employees more or less productive and search for relatively cost-free ways to improve productivity. Using ordered logit analysis on data from the 2000 Merit Principles Survey, we explore how demographic and attitudinal characteristics influence perceptions of productivity levels and the potential for improvement. We find that making employees’ jobs more meaningful, giving them more flexibility in how they do their work, building an organizational climate of trust and respect, and correcting or dismissing poor performers can markedly improve overall productivity among the Federal workforce. |
Most Common Document Word Stems:
product (183), work (123), employe (113), perform (91), feder (86), improv (85), unit (71), job (62), supervisor (57), motiv (54), public (54), increas (43), variabl (43), reward (41), one (36), system (35), mspb (35), poor (29), 1998 (27), us (27), rate (26), |
Author's Keywords:
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productivity, productivity improvement, public productivity, work motivation, job performance |
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Association:
Name: American Political Science Association URL: http://www.apsanet.org
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Citation:
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MLA Citation:
| Frank, Sue. and Lewis, Gregory. "What Can Federal Employees Teach Us About Productivity Improvement?" Paper presented at the annual meeting of the American Political Science Association, Marriott Wardman Park, Omni Shoreham, Washington Hilton, Washington, DC, Sep 01, 2005 <Not Available>. 2011-03-14 <http://www.allacademic.com/meta/p41035_index.html> |
APA Citation:
| Frank, S. and Lewis, G. , 2005-09-01 "What Can Federal Employees Teach Us About Productivity Improvement?" Paper presented at the annual meeting of the American Political Science Association, Marriott Wardman Park, Omni Shoreham, Washington Hilton, Washington, DC Online <PDF>. 2011-03-14 from http://www.allacademic.com/meta/p41035_index.html |
Publication Type: Conference Paper/Unpublished Manuscript Review Method: Peer Reviewed Abstract: Historically, capital investment has been the greatest source of productivity improvements. But what if you don't have the money to invest? Since most Federal agencies operate on limited budgets, we propose redirecting productivity efforts into better management of human capital. In this paper, we examine productivity through the eyes of Federal employees. Drawing on government studies and academic literature, we identify what makes Federal employees more or less productive and search for relatively cost-free ways to improve productivity. Using ordered logit analysis on data from the 2000 Merit Principles Survey, we explore how demographic and attitudinal characteristics influence perceptions of productivity levels and the potential for improvement. We find that making employees’ jobs more meaningful, giving them more flexibility in how they do their work, building an organizational climate of trust and respect, and correcting or dismissing poor performers can markedly improve overall productivity among the Federal workforce. |
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| Document Type: |
PDF |
| Page count: |
24 |
| Word count: |
8403 |
| Text sample: |
| What Can Federal Employees Teach Us About Productivity Improvement? Sue A. Frank Georgia State University and Georgia Institute of Technology Gregory B. Lewis Andrew Young School of Policy Studies Georgia State University What Can Federal Employees Teach Us About Productivity Improvement? Abstract Historically capital investment has been the greatest source of productivity improvements. But what if you don't have the money to invest? Since most Federal agencies operate on limited budgets we propose redirecting productivity efforts into better management |
| (2.88) Black / African-American 0.216 0.316** 0.465** 0.642** (1.87) (2.95) (4.17) (5.87) Hispanic / Latino 0.139 -0.082 0.011 0.140 (0.86) (0.51) (0.07) (0.93) American Indian -0.165 -0.145 -0.878** -0.570* (0.53) (0.51) (3.13) (2.09) Observations 3482 3503 3517 3414 _____________________________________________________________________ Absolute value of z statistics in parentheses. * significant at 5%; ** significant at 1% 24 |
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