Personnel management (81 - 90 of 658 items)
Major Management Challenges and Program Risks: Department of Defense
GAO-03-98: Published: Jan 1, 2003. Publicly Released: Jan 1, 2003.
In its 2001 performance and accountability report on the Department of Defense (DOD), GAO identified systemic and specific problems with management processes related to strategic planning, human capital, support infrastructure, financial and information management, acquisition reform, contracting processes, and logistics reengineering. The information GAO presents in this report is intended to hel...
Major Management Challenges and Program Risks: Department of Housing and Urban Development
GAO-03-103: Published: Jan 1, 2003. Publicly Released: Jan 1, 2003.
This report addresses the major management challenges and program risks facing the U.S. Department of Housing and Urban Development (HUD) as it works to carry out its multiple and highly diverse missions. The report discusses the actions that HUD has taken and that are under way to address the challenges GAO identified in its Performance and Accountability Series 2 years ago. Also, GAO summarizes...
Major Management Challenges and Program Risks: Office of Personnel Management
GAO-03-115: Published: Jan 1, 2003. Publicly Released: Jan 1, 2003.
This is GAO's first performance and accountability series report on the Office of Personnel Management (OPM), the federal government's human capital agency. OPM faces challenges in four key areas: leadership, oversight, internal management, and administration of the federal retirement and health insurance programs. The data presented in this report are intended to help sustain congressional attent...
Major Management Challenges and Program Risks: Social Security Administration
GAO-03-117: Published: Jan 1, 2003. Publicly Released: Jan 1, 2003.
In its 2001 performance and accountability report on the Social Security Administration (SSA), GAO identified important issues relating to research capacity, its process for determining disability, management of a high-risk Supplemental Security Income (SSI) program, future service delivery plans, and protection of information facing the agency. The information GAO presents in this report is inten...
Major Management Challenges and Program Risks: U.S. Agency for International Development
GAO-03-111: Published: Jan 1, 2003. Publicly Released: Jan 1, 2003.
In its 2001 performance and accountability report on the U.S. Agency for International Development (USAID), GAO identified important management issues facing the agency. The information GAO presents in this report is intended to help sustain congressional and agency attention on continuing to make progress in addressing these challenges and ultimately overcoming them. This report is part of a spec...
Results-Oriented Cultures: Using Balanced Expectations to Manage Senior Executive Performance
GAO-02-966: Published: Sep 27, 2002. Publicly Released: Sep 27, 2002.
Effective performance management systems link individual performance to organizational goals. In October 2000, the Office of Personnel Management amended regulations to require agencies to link senior executive performance with organizational goals; to appraise executive performance by balancing organizational results with customer satisfaction, employee perspective, and other areas; and to use pe...
Managing for Results: Using Strategic Human Capital Management to Drive Transformational Change
GAO-02-940T: Published: Jul 15, 2002. Publicly Released: Jul 15, 2002.
Strategic human capital management is critical to maximizing government's performance and ensuring its accountability for the benefit of the American people. The early years of the 21st century are proving to be a period of profound transition being driven by several key trends, including global interdependence; diverse, diffuse, and asymmetrical security threats; rapidly evolving science and tech...
Federal Employees: OPM Data Do Not Identify if Temporary Employees Work for Extended Periods
GAO-02-296: Published: Mar 1, 2002. Publicly Released: Apr 2, 2002.
In the early 1990s, concerns arose that federal agencies were retaining employees in an ongoing series of temporary appointments without benefits or tenure. For fiscal years 1991 through 2000, 10 agencies accounted for 90 percent of all temporary limited employees hired governmentwide. During this period, the number of temporary limited employees hired governmentwide declined by 47 percent--from 2...
Managing for Results: Building on the Momentum for Strategic Human Capital Reform
GAO-02-528T: Published: Mar 18, 2002. Publicly Released: Mar 18, 2002.
This testimony discusses the federal government's human capital challenges. The basic problem has been a longstanding lack of a consistent strategic approach to marshalling, managing, and maintaining the government's human capital needs. To overcome this problem, GAO has developed a model of strategic human capital management that highlights the importance of a sustained commitment by agency leade...
Managing For Results: Next Steps to Improve the Federal Government's Management and Performance
GAO-02-439T: Published: Feb 15, 2002. Publicly Released: Feb 15, 2002.
Federal agencies need to work with other governmental organizations, nongovernmental organizations, and the private sector, both domestically and internationally, to achieve results. By focusing on accountable, results-oriented management, the federal government can use this network to deliver economical, efficient, and effective programs and services to the American people. The administration's p...