Administrative Law Judge (ALJ), 17, 187
administrative leave, 203
advice
from employees, 57–60
from human resources management advisors, 66–68, 202–203
Age Discrimination in Employment Act (1967), 185, 201
air conditioning systems, 57
alternate workplace, 145–149
nature of, 145–146
out-based locations, 148–149
alternative dispute resolution (ADR), 177, 206–207
Americans with Disabilities Act (1990), 185, 194–197
annual leave policy, 29–30, 152–155
defined, 149
difficult situations, 154–155
dispute resolution concerning, 153
arbitration, 177
arrests, leaves for, 159–160
attendance management, 139–160
alternative workplace, 145–149
compressed work schedules, 142–145
flexible work schedules, 141–142, 143–145
out-based locations, 148–149
tours of duty, 139–145
see also leave administration
attorneys, discipline practices and, 86
awards room, 121
AWOL (absent without official leave), 44, 79–81, 150, 151, 154–155, 156, 158–159
bonuses, 125–126
budgeting process
cost savings and, 126
rewards and recognition systems and, 126, 130–131
bureaucracy, in government versus private-sector, 4–5, 16–17
calm demeanor
in handling EEO complaints, 204–205
in negotiations, 171–172
Campanis, Al, 201
Carolina Way, The (Smith), 24
celebration/awards room, 121
Central Intelligence Agency (CIA), 11
ceremonies, recognition, 121–122
Civil Rights Act (1964), Title VII, 185
Civil Rights Act (1991), 185
Civil Service
civil service examination, 18
history of, 13–16
perceptions of, 16–17
Civil Service Commission, 14
Civil Service Reform Act (CSRA), 15
Civil War, 14
Clinton, Bill, 15
collective bargaining, 9–10, 15, 96
commitment, compliance versus, 22–23, 52–53, 55
communication, 47–68
of appreciation, 60–61, 118–119
asking for advice, 57–60, 202–203
body language in, 56, 62, 65–66
with difficult people, 102–103
feedback in, 43–44, 53–54, 56–57
with human resources management advisors, 63–68, 202–203
humor in, 180–181
local organization in, 52–53
management by walking around (MBWA), 53, 54–57, 62
political climate in, 50–51
sensitivity in, 61–63, 183–184, 200–201, 203–204
with union officials, 162–168, 179–180
visual management and, 46, 48–50
whole brain approach to, 47–50
compliance, commitment versus, 22–23, 52–53, 57
compliments, 119
compressed work schedules
caveats for implementation, 144–145
considerations for, 143–145
nature of, 142–143
confrontation
avoiding, 43–44, 66, 75, 83–85, 104–106
bringing problems to a head, 81–83
deciding to take action, 70–71, 73–74, 81–83, 88–89, 102–103
see also difficult people/situations
Congress, U.S., 6
Congressional Budget Office (CBO), 7
cost of living
alternate workplace and, 148–149
geographic pay differentials, 7–8
work schedules and, 144–145
cost savings
budgeting process and, 126
monetary rewards from, 125–126
credibility, building, 57
critical elements, in performance plans, 100
critics of management, 59–60, 79
customer satisfaction, 11, 94–95
Democrats, post-election changes made by, 4
Department of Veterans Affairs (VA) Benefits, U.S., 148–149
difficult people/situations, 69–92, 102–109
AWOL (absent without official leave) employees, 44, 79–81, 150, 151, 154–155, 156, 158–159
bottom 10 percent, 40–44, 70–71, 73–74, 88–89, 102–103, 156
bringing problems to a head, 81–83
choosing battles and, 90–91, 109–110, 168–170, 207–208
communication and, 102–103
confrontation avoidance, 43–44, 66, 75, 83–85, 104–106
critics of management, 59–60, 79
deciding to take action, 70–71, 73–74, 81–83, 88–89
documentation and, 75, 87–88, 106–108
effective discipline program and, 85–86
excuses and, 71–73
fear of, 83–85
fighting from outside the organization, 91–92
good-faith effort to help, 103–104, 106–107, 108–109
insubordination, 202
love triangles, 65
LWOP (leave without pay), 77, 149, 158–160
management control and, 79–81
performance problems, 54
probationary periods, 74–76
progressive discipline and, 79–80, 82, 157
sexual harassment, 197–198, 203
sick leave abuse, 156–158
simplicity in dealing with, 76–77
standards for, 77–79, see also performance standards
third-party actions and, 86–88, 89–91
unfair performance reviews, 54
see also discipline; documentation
disabled persons, 185, 194–197
discipline
AWOL (absent without official leave) and, 44, 79–81, 150, 151, 154–155, 156, 158–159
confrontation of bottom 10 percent, 43–44, 70–71, 73–74, 88–89, 102–103, 156
heavy-handed approach to, 30
progressive discipline, 79–80, 82, 157
training in, 86
see also difficult people/situations
discrimination complaints, see equal employment opportunity (EEO)
disparate treatment, 96, 183–184, 190–191, 192–197
dispute resolution
alternative (ADR), 206–207
leave policy, 153
doctors
last-minute doctor appointments, 156–158
statements of working ability, 157, 196–197
documentation
importance of, 75, 87–88, 106–108
of leave rules, 150
in performance management process, 106–108
of performance problems, 75
to prevent third-party actions, 87–88
drugs
possession and/or sale, 90–91
use by employees, 154–155
effectiveness
advice from employees and, 58–59
barriers to, 31–33
efficiency, 33
employee wall of fame, 120–121
equal employment opportunity (EEO), 185–209
choosing battles, 207–208
complaints concerning, 41, 76, 79–80, 84–85, 90, 186–189, 204–208
cool demeanor in, 204–205
disabled persons and, 185, 194–197
disparate treatment, 96, 183–184, 190–191, 192–197
governing legislation, 185
honesty and, 187–189
management-initiated actions and, 192
mission of organization and, 199–200
model scenario, 186
other person’s perspective and, 189–191
performance measures and, 199–200
political support for actions in, 202–203
principle of, 185
problem scenario, 186–187
sensitivity and, 61–63, 183–184, 200–201, 203–204
settling cases, 205–208
sexual harassment and, 197–198, 203
statistics in, 191–192
strategies and tactics in, 199–204
ethnicity
EEO claims based on, 191–192, 193
sensitivity to, 62–63
excuses, 71–73
expectations
clarifying, 108
in reward and recognition systems, 128
facial expressions, 62
Family Medical Leave Act, 155
favoritism, 96, 183–184, 190–191, 192–197
fear, of confronting employees, 83–85
Federal Aviation Administration (FAA), 15
Federal Employees Pay Comparability Act (FEPCA; 1990), 7
Federal Labor Relations Authority (FLRA), 15, 162–163, 176
Federal Personnel Manual (FPM), 15
Federal Services Impasses Panel (FSIP), 174
Federal Supervisors and Strategic Human Resources Management, 18–19
feedback
after meetings, 56–57
about performance, 53–54
with tardy employee, 43–44
flexible work schedules
caveats for implementation, 144–145
considerations for, 143–145
field workers and, 142
group meetings and, 142
nature of, 141–142
Freedom of Information Act, 6
Garfield, James, 14
GI Bill, 12
goals
abstract, 102
measurable, 101–102
in performance management, 94, 95–97, 101–102, 105–106, 126–127
unrealistic, 126–127
Golden Rule, 27–28
good-faith efforts to help employees, 103–104, 106–107, 108–109
goodwill, 57
government-sector employment
advancement opportunities, 12–13
dealing with, 17–19
desirability of, 10–13
elections and, 4
geographic pay differentials, 7–8
history of, 13–16
no right to strike, 9–10
pay and benefits in, 11–12
perceptions of, 16–17
personnel systems in, 13–17
private-sector employment versus, 2–10
public and government scrutiny of, 5–7
service as focus of, 11, 94–95
training opportunities, 12, 24, 31, 75
unions in, see unions
defined, 177
handling, 177–179
procedures for, 177
Grigg, Darryl, 60
Guiteau, Charles, 14
“Hammer Award,” 148
Herrman, Ned, 47–48
hiring practices in government
flexible approach, 18–19
probationary periods, 74–76
rule of three, 5
veterans’ preference, 5, 16–17
honesty, 187–189
hot-button issues, 183–184
Humanitarians, 48
human resources management advisors, 63–68
centralization trend and, 67, 188–189
flexible/supportive, 64–66
getting good advice from, 66–68, 202–203
humor, 180–181
Innovators, 48
insubordination, 202
internal grievances, 177
Jackson, Andrew, 14
job security, in government versus private sector, 8–9, 12, 14–15
Kennedy, John F., 15
labor relations, 161–184
choosing battles, 168–170
collective bargaining in, 9–10, 15, 96
dealing with union officials, 162–168, 179–180
humor in, 180–181
negotiations in, 170–174, 179–184
unfair labor practice (ULP) charges, 80, 162–163, 174–176
union factoids and, 181–182
see also unions
learning styles, 47–48
leave administration, 29–30, 56, 72, 79–81, 149–160
annual leave, 29–30, 149, 151, 152–155
AWOL (absent without official leave), 44, 79–81, 150, 151, 153–156, 158–159
consistency in, 150–151
documentation of rules, 150
frequent absences, 151
leave balances and, 29–30, 152, 158
leave without pay (LWOP), 77, 149, 158–160
mishandling leave schedules, 151
principles of, 149–152
types of leave, 149
unscheduled leave, 29–30
leave restriction letters, 156, 158, 159
Lincoln, Abraham, 37
local governments, 15–16
local organization, communication and, 52–53
Los Angeles Dodgers, 201
love triangles, 65
LWOP (leave without pay), 77, 149, 158–160
machine politics, 14
Major League Baseball, 34, 120–121, 201
management principles, 20–46
avoiding problems caused by management, 28–30
desire to do a good job, 21–23
Golden Rule, 27–28
management systems, 30–36
performance as objective, 38–40
power management, 36–38
winning organization, 23–24, 58
workforce motivation, 40–46
management systems, 30–36
barriers to effective, 31–33
reliable application of, 34–36
MBWA (management by walking around), 53, 54–57, 62
mediation, 206
meetings
feedback following, 56–57
flexible work schedules and, 142
Merit Systems Protection Board (MSPB), 15, 17, 18–19
modified flexi-tours, 141
monetary rewards, 118, 124–127
motivation, 40–46
of bottom 10 percent, 40–44, 70–71, 73–74, 88–89, 156
of middle 80 percent, 40–43
of top 10 percent, 40–46
multitiered appraisal systems, 99, 101
negotiations, 170–174
cool demeanor in, 171–172
framing issues, 173–174
long-term impact of agreements, 172–173
negotiated grievances, 177
preparation for, 170–171
tips for, 179–184
Newman, Jennifer, 60
newsletters, 53
Nixon, Richard M., 15
noncritical elements, in performance plans, 100–101
nonmonetary rewards, 118–124
celebration/awards room, 121
employee lotto programs, 122–123, 124
employee wall of fame, 120–121
posting letters from customers, 122
recognition ceremonies, 121–122
service pins, 121–122
thanking employees, 60–61, 118–119
thank-you cards, 122–123
Office of Personnel Management, U.S., 136
Office of the Inspector General (IG), 6
oral counseling, 82
Organizers, 48
Osborne, David, 16
out-based locations, 148–149
overtime, 178–179
pass/fail appraisal systems, 98–99, 100–101
peer pressure
in monthly report cards, 114–116
in posting performance spreadsheets, 112–114
peer review, in rewards and recognition systems, 129–130
Pendleton Act (1883), 14
performance appraisal, 93, 98–102
defined, 98
linking performance appraisals, 99–100
operation of, 98–99
rating criteria in, 101
types of appraisal systems, 98–99
uses of, 99–100
performance improvement plans, 84–85, 100–101, 105, 169, 178
performance management, 19, 93–116
best practices in, 109–116
customer satisfaction and, 11, 94–95
difficult people/situations in, 102–109
documentation in, 106–108
goals in, 94, 95–97, 101–102, 105–106, 126–127
involvement of employees in, 97–98, 129, 131, 137–138
performance appraisal in, 93, 98–102
performance plans in, 100–101
posting performance data, 112–116
productivity improvement and, 94
reviewing performance trends, 109–111
standards in, see performance standards
tracking performance, 111
performance standards
bottom 10 percent and, 40–44, 70–71, 73–74, 88–89, 156
changing, 77–79
documentation and, 75, 106–108
employee management in setting, 97–98
failure to enforce, 35–36
goals and, 94, 95–97, 101–102, 105–106
importance of performance, 38–40
middle 80 percent and, 40–43
proper use of, 35
in reward and recognition systems, 128
top 10 percent and, 40–46
writing, 101–102
personal days, see annual leave policy
personality type, sensitivity to, 63
personal leave policy, 29–30
Peters, Tom, 54–55
PILLAR (Performance Incentives Leadership Linked to Achieving Results) Award, 49, 136
pins, service, 121–122
plaques, 121
Plastrik, Peter, 16
political climate, communication and, 50–51
Postal Service, 15
power management, 36–38
private-sector employment
bureaucracy in, 4–5
collective bargaining in, 9–10
government-sector employment versus, 2–10
job security, 8–9
profit as focus in, 3–4
probationary period, 74–76
problem employees, see difficult people/situations
proclamations, 121
productivity
advice from employees and, 59
goals for, 94
improving, 94
motivation and, 40–46
quality and, 95–96
progressive discipline, 79–80, 82, 157
quality
performance management and, 95–96
statistical quality reviews, 179
race
EEO claims based on, 191–192, 193
sensitivity to, 62–63
rating criteria, in performance appraisal, 101
reasonable accommodation, 195–196
recognition ceremonies, 121–122
Rehabilitation Act, 197
Reinventing Government initiative, 15
religious issues, in attendance management, 140–141
report cards
leave balances on, 158
monthly, 114–116
Republicans, post-election changes made by, 4
respect
for union officials, 165–168, 184
retirement packages, 11–12
reverse discrimination, 192
rewards and recognition, 117–138
alignment with organization, 127–130, 137
as disincentive, 125–126
ineffective, 32–33, 125–126, 130
national goals and, 128–129, 134–136
nonmonetary, 118–124
principles of, 117–118, 137–138
purposes of, 117
sample rewards program, 130–138
timing of, 137
Robinson, Jackie, 201
rule of three, 5
rumor mills, 52
satellite locations, 148–149
secretiveness, 52
sensitivity, importance of, 61–63, 183–184, 200–201, 203–204
service pins, 121–122
sexual harassment, 197–198, 203
conditions on, 156
last-minute doctor appointments, 156–158
sick leave restriction letter, 156, 158
simplicity, 76–77
Smith, Dean, 24
spreadsheets
posting, 112–114
team performance, 113–114
to track employee performance, 111
types of, 111
standards, see performance standards
state governments, 15–16
supervision, see management principles
Taft, William Howard, 14–15
teamwork
ineffective rewards for, 32–33
inefficiency and, 33
telecommuting, 148–149
termination of employment, 91–92
thanking employees, 60–61, 118–119, 122–123
thank-you cards, 122–123
Theorists, 47
third-party actions
attorneys in dealing with, 86
documentation to prevent, 87–88
using when necessary, 89–90
threats, see bullying
tough guy approach, 30
tours of duty, 139–145
compressed work schedules, 142–145
flexible work schedules, 141–142, 143–145
religious considerations and, 140–141
training
computer-based systems, 94
on employee discipline, 86
in good-faith effort to help employees, 103–104, 106–107, 108–111
in handling grievances, 178
opportunities for, 12, 24, 31, 75
problems with, 110–111
travel vouchers, false, 76–77
trophies, 121
trust, 21
unfair labor practice (ULP) charges, 80, 162–163, 174–176
appropriate relief from, 175
unions
choosing battles with, 168–170
collective bargaining and, 9–10, 15, 96
communicating with officials, 162–168, 179–180
factoids of, 181–182
in government-sector employment, 9–10, 15, 26, 37, 41, 90–91
involvement in performance management systems, 97–98, 129, 131, 137–138
negotiations with, 170–174
performance standards and, 106–107
thinking like, 182–184
unfair labor practice (ULP) charges and, 80, 162–163, 174–176
see also labor relations
United States Department of Veterans Affairs (VA), 6–7
United States General Services Administration, 148
vacation days, see annual leave policy
values
consistent, 21
following personal, 37–38
veterans
GI Bill, 12
relative benefits across states, 6–7
veterans’ preference hiring, 5, 16–17
Veterans Health Administration (VHA), 149
Vietnam War, 205–206
Walker, Davis, 8
walking around/management by walking around (MBWA), 53, 54–57, 62
benefits of, 55–56
after meetings, 56–57
wall of fame, 120–121
Whole Brain Model, 47–50
winning organization, 23–24, 58
work at home
as accommodation for disabled person, 195
nature of, 146–147
World War II, 15