Personnel deregulation : exploring differences in the American States
By: COGGBURN, Jerrel D
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Material type: 
ArticlePublisher: 2001Journal of Public Administration 11, 2, p. 223-244Abstract: Personnel deregulation has occupied a central place on the American reform agenda for several years. For example, formal calls for personnel deregulation can be traced to the National Academy of Public Administration (1983), the Volcker Commission (1989), the Winter Commission (1993), Reiventing Government (Osborne and Gaebler 1992), and most recently to the National Performance Review National Partnership of Reinventing Government (1993). Deregulation represents an important topic for inquiry because, in part, it entails a dramatic reorientation in the locus of personnel responsibility (form centralized control to decentralized discretion) and in the accountability relationships that govern the personnel function (from bureaucratic, hierarchical control to reliance on professional accountability of managers). Still, knowledge is limited about the levels of personnel deregulation present in various jurisdiction and about the factors that are related to them. This article presents a measure of state government personnel deregulation. The measure demonstrates wide variation in the extent of such deregulation. The article then tests a number of hypotheses regarding relationships thought to affect personnel deregulation levels. Fidings suggest the importance of public employee unionism, political party control, and administrative professionalism to the states` personnel deregulation levels
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Personnel deregulation has occupied a central place on the American reform agenda for several years. For example, formal calls for personnel deregulation can be traced to the National Academy of Public Administration (1983), the Volcker Commission (1989), the Winter Commission (1993), Reiventing Government (Osborne and Gaebler 1992), and most recently to the National Performance Review National Partnership of Reinventing Government (1993). Deregulation represents an important topic for inquiry because, in part, it entails a dramatic reorientation in the locus of personnel responsibility (form centralized control to decentralized discretion) and in the accountability relationships that govern the personnel function (from bureaucratic, hierarchical control to reliance on professional accountability of managers). Still, knowledge is limited about the levels of personnel deregulation present in various jurisdiction and about the factors that are related to them. This article presents a measure of state government personnel deregulation. The measure demonstrates wide variation in the extent of such deregulation. The article then tests a number of hypotheses regarding relationships thought to affect personnel deregulation levels. Fidings suggest the importance of public employee unionism, political party control, and administrative professionalism to the states` personnel deregulation levels
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