工商管理学毕业论文中英文翻译

1、工商管理学毕业论文中英文翻译    工商管理学毕业论文中英文翻译    From Crisis to Opportunity: Human Resource Challenges for the Public Sector in the Twenty-First Century Vidu Soni Central Michigan University AbstractA great deal of attention has been focused on the human capital crisis in

2、the public sector since the mid-1990s. Experts and practitioners give many reasons why the current crisis emerged. This article examines the important factors that led to the crisis, what is being done about them through presidential agendas, legislators, oversight agencies, professional societies,

3、and public policy think tanks. Concerns are many in terms of a large number of upcoming retirements, early retirements, unplanned downsizing, difficulty in attracting new generations to public service, and the changing nature of public service. However, the human resource crisis also presents an opp

4、ortunity to fundamentally change those features of public sector human resource management practices that have become outdated for contemporary organizations and position government agencies for the twenty-first century by meaningfully reforming the civil service. This transformation would require p

5、ublic sector organizations to take a more strategic view of human resource management and to give greater policy attention to human capital issues。IntroductionIn 1989, the National Commission on the Public Service (commonly referred to as the Volcker Commission) issued a report on the state of publi

6、c service characterizing it as a “quiet crisis,” which referred to the slow weakening of the public service in the 1970s and 1980s. This period was marked by loss of public confidence in its elected and appointed officials, heightened bureaucrat bashing by the media and political candidates, and a d

7、istressed civil service. For different reasons, the quiet crisis of earlier decades continued through the 1990s and is present today. The current crisis is building as large numbers of government workers are expected to retire in the coming years and not enough younger people are in the pipeline for

8、 government jobs. Adding to the crisis is1understaffed government agencies, a skills imbalance, and a lack of well-trained supervisors and senior leaders. These concerns are reinforced by a preliminary report of the second National Commission on Public Service (Light, 2002), which paints a more dire

9、 picture and foreshadows a more pronounced crisis. Light contends that “the United States cannot win the war on terrorism or rebuild homeland security without a fully dedicated federal civil service” (p. 2). Millick and Smith (2002, p. 3) have a similar reaction when they state “while the first Nati

10、onal Commission on Public Service referred to a quiet crisis in the civil service, the second Commission is facing what can only be called an imminent catastrophe.” Scholars and practitioners alike have been projecting serious shortages in qualified workforce in federal government (Light, 1999; Voin

11、ovich, 2000; Walker, 2000).These trends in public service partly reflect the generational shift in attitudes toward government itself. The younger generation tends not to choose public service careers because of the negative reputation of governments hiring process, lack of challenging work, and its

12、 system of rewards. These concerns led the General Accounting Office (GAO) to add human resources management to the government wide “high-risk list” of federal activities in 2001. Similarly, inspectors general at nine major agencies have listed workforce problems among the top ten most serious manag

13、ement challenges that their agencies face (General Accounting Office GAO, 2001). The federal governments human resource crisis threatens its ability to serve the public well and meet the expectations of the American people. Federal agencies must respond by publicizing job opportunities more aggressi

14、vely, including offering younger workers interesting and challenging work and the potential for advancement. Light (2002) argues that a strong civil service has five characteristics: it is (1) motivated by the chance to accomplish something worthwhile on behalf of the country, (2) recruited from the

15、 top of the labor market, (3) given tools and organizational capacity to succeed, (4) rewarded for a job well done, and (5) respected by the people and leaders it serves. However, Light also point out that “by all five measures, the federal service has lost ground since September 11” (p. 2). This ar

16、ticle examines the context and nature of the impending workforce crisis in2federal government and discusses various areas of change that must be addressed to avert the crisis or, at least, minimize its impact. The issues related to recruiting and developing public sector human resources in the twent

17、y-first century not only require consideration of the traditional remedies such as civil service reform, political support, and more managerial flexibility, but also, consideration of the changing nature of public service (Light, 1999) and the world of work across all sectors (Spiegel, 1995). Many e

18、xternal and internal organizational forces such as workforce demographics, technology, and privatization, as well as eroding trust in government institutions have drastically altered the environment of government service. Accordingly, traditional human resource (HR) management approaches no longer w

19、ork. The HR supply and demand problem must be addressed at multiple levels. Educating people about government service, raising the image of government workers, providing competent and reliable leadership in government agencies, conducting career development and training of existing personnel, and ac

20、tively recruiting, particularly in technological and scientific fields, all will have to be done simultaneously to adequately respond to the human resource crisis in the public sector. Next, the article documents and discusses some of the actions that various federal agencies have taken in response

21、to the crisis. For example, the General Accounting Office (GAO), the US Office of Personnel Management (OPM), and the Merit Systems Protection Board (MSPB) have conducted numerous surveys, issued reports on causes of the problems, and have developed tools, techniques, and resources to assist the fed

22、eral agencies in solving the problems. Lastly, the paper outlines recommendations and strategies that can lead the federal government to turn this HR crisis into an opportunity for systematic reform, modernization, and revitalization of public sector human resources practices and systems. The recent

23、 coalescence of interest in addressing the HR crisis and recognizing its urgency is demonstrated by the inclusion of discussion of workforce problems in congressional hearings, presidential priorities, and reports issued by oversight agencies and public sector think tanks. This heightened attention

24、to the human resources crisis in government represents a promising opportunity to improve and strengthen public service.3The Nature of the Human Resources Crisis and Its CausesWhile there has been a decline in disparaging comments made about public employees during the Clinton and Bush Administratio

25、ns, many other changes occurred in the federal workforce management since the early 1990s that have fueled the crisis. First, the Clinton Administrations reinventing initiative marked the period from 1993?1997 with a major downsizing movement as shown in Table 1 in the Appendix.1 Second, Congress pa

26、ssed the Government Performance and Results Act (GPRA) in 1993. Achieving GPRAs goals require a skilled workforce, competent leaders, and a high-performing organizational culture (GAO, 2000b).According to a recent report of survey findings, federal employees indicated that both the quality of their

27、work life and the level of job satisfaction have declined since September 11. “Fewer federal employees are coming to work for the right reasons, even fewer feel their agencies are providing the tools and training to do their jobs well, and even fewer still believe that their organizations are doing

28、a good job at delivering programs and services” (Light, 2002, p. 2). Following is a discussion of major factors that are causing policymakers to be concerned about the state of public service. These problems have been developing slowly and have now become what Kingdom (2003, p. 19) refers to as “a c

29、risis or a focusing event” to cause it to get on the governments agenda to which “serious attention must be paid.” It is also important to note here that “human capital” has become the preferred contemporary designation for “human resources” in the public sector.2 In this context, the term “human ca

30、pital” was introduced by David Walker (2000), the Comptroller General. His reasons are: We at GAO use the term “human capital” because “in contrast with traditional terms such as personnel and human resource management” it focuses on two principles that are critical in a performance management envir

31、onment. First, people are assets whose value can be enhanced through investment, as the value of people increases, so does the performance capacity of the organization, and therefore, its value to clients and other stakeholders. Second, an organizations human capital approaches must be aligned to su

32、pport the mission, vision4for the future, core values, goals, and strategies by which the organization has defined its direction and its expectations for itself and its people. . . . The term “human capital” originated in the field of economics. But both words human and capital are equally important

33、 to the concept as we apply it. Enhancing the value of employee is a win-win goal for employer and employees alike. (p. 34)Lack of Recognition of the Importance of Human CapitalThe GAOs high-risk report (GAO, 2001) states that the government has “acted as if people were costs to be cut rather than a

34、ssets to be valued. Human capital shortfalls are eroding the ability of many agencies-and threatening the ability of others-to effectively, efficiently, and economically perform their mission.” Senator George Voinovich (R-Ohio), chairman of the Senate Governmental Affairs Subcommittee, echoes the sa

35、me sentiment, “This whole area has been ignored, we do have a human capital crisis. Substantial change is critical if we are to achieve real and lasting improvements in government operations” (Voinovich, 2000, p. 8). In the past two decades, the Congress and the president have simultaneously downsiz

36、ed the federal workforce and devolved responsibilities to states, localities, and nonprofit agencies. These developments have the potential for giving the wrong impression to prospective applicants that government service is unstable and that the growing trend in contracting out services would resul

37、t in surplus workforce. This could further drive likely candidates to look to other sectors for job opportunities. During 1998?2000, the Senate Subcommittee on Governmental Affairs held several hearings on the human capital crisis. Based on these hearings, Senator George Voinovich (2000) issued a re

38、port titled, Report to the President: The Crisis in Human Capital, which he anticipated would serve as a guide to the new president and Congress. During the hearings the subcommittee requested several reports from the GAO. One of these reports (GAO/GGD-00-28 GAO, 2000b) describes the human capital m

39、anagement practices of high-performing private sector companies and provides insights into how they manage their people to achieve their missions and goals. Unlike government agencies, these organizations implement human capital strategies and5practices designed directly to support the achievement o

40、f their specific missions, strategic goals, and core values. Several underlying and interrelated principles of human capital management are common to high-performing organizations. For example, they treat human capital management as being fundamental to strategic business management, communicate a shared vision that all employees can strive to accomplish, and they hire, develop, and sustain leaders according