Attack on the Federal Government Workplace— Views from Within

Oman, Ray C. (International Journal of Public Administration, 2003)

Reviewed by Sandra F. Mobley

Ray Oman’s “Attack on the Federal Government Workplace—Views from Within” is an insightful work for anyone employed by federal, state, or local gov-ernment. This journal contains an intro-duction and 11 articles of first-hand accounts from various authors’ experi-ences and academic disciplines. The editor, an experienced practitioner and academic professor, partnered with experienced government practitioners to contribute an articulate analysis that illu-minates some of the changes in the fed-eral government workplace. The journal lends itself well not only to those who deal directly and indirectly with the fed-eral government, but also public admin-istration, business, and human resource management students. It also presents a challenge for “Generation X” (the generation that supersedes the “Baby Boomers”) workers.

The authors view the federal gov-ernment as an archetype system whose use spans not just government at other levels, but many business and nonprofit organizations as well. Their cumulative perspective on government is quite pos-itive as it notes, “Citizens have relied on government to promote a level playing field and prevent powerful, commercial interests from trampling the common good. Our democratic government has performed this role imperfectly, but no one can perform it better.” The editor adds, “Given the enormity of change that the federal government has experi-enced, the amount of research and writing on the subject is relatively sparse. When the topic has been explored, too often it was by individuals who have not known the government as employee or an insider, but whose allegiance has been to another organization or sector for example, the corporate or not-for-profit. We attempt to correct this situation...”

Importance of Civil Service

But the real strength of this work is the many thoughtful insights on a variety of present-day government work-place issues that underscore the importance of civil service. For instance, one article based on empirical research discusses how government employees use their skills and abilities to participate on teams in addressing difficult management and organization issues, while another article finds that members of the federal government Senior Executive Service practice a less directive and more strategic leadership style positively correlated with their years of service. Each article presents relevant case examples of pertinent issues, including reduction in force, outsourcing, human resource development/ training, information technology personnel, the post 9/11/01 (Department of Defense), and performance measurement and the 1993 Government Performance and Results Act (GPRA). The journal also includes a comprehensive bibliography and citations to sources that allow the reader to explore these issues from other perspectives.

Though the authors give excellent and useful information for civil service practitioners, their comprehensive civil service assessments unfortunately discount opportunities to reference Generation X employees. This reviewer believes that Generation X brings a unique set of needs to the government workplace. Many of them (Generation X employees) have little of no pedagogical training as they enter the field (with content training through a previous degree), and their needs differ from beginning civil service workers who have traditional academic experience. In the current civil service climate, these lateral entry career workers have a specific and likely different set of needs from their traditionally trained counterparts. The exclusion of this group is a real weakness in an otherwise excellent offering.

With Generation X leaving the workforce at high rates within their first five years on the job, it becomes more critical that more research be conducted

– especially on mentoring relationships in the federal government workplace. Those new to the workplace need great amounts of support from the most accomplished mentors. Though this journal neglects one important segment of research, readers will nevertheless benefit from this highly insightful, practical, and beneficial contribution to public administration.

Sandra F. Mobley is a doctoral graduate from NOVA Southeastern University in public administration and an adjunct faculty for Central Michigan University. Her research interests are in public policy, ethics, and leadership.