Federal agencies (31 - 40 of 60 items)
Human Capital: Selected Agency Actions to Integrate Human Capital Approaches to Attain Mission Results
GAO-03-446: Published: Apr 11, 2003. Publicly Released: Apr 11, 2003.
Successful strategic human capital management requires the integration of human capital approaches with strategies for accomplishing organizational missions and program goals. Such integration allows the agency to ensure that its core processes efficiently and effectively support mission-related outcomes. Based on the recommendations of various human capital experts, GAO identified six executive b...
Results-Oriented Cultures: Creating a Clear Linkage between Individual Performance and Organizational Success
GAO-03-488: Published: Mar 14, 2003. Publicly Released: Apr 4, 2003.
The federal government is in a period of profound transition and faces an array of challenges and opportunities to enhance performance, ensure accountability, and position the nation for the future. High-performing organizations have found that to successfully transform themselves, they must often fundamentally change their cultures so that they are more results-oriented, customer-focused, and col...
Human Capital: Effective Use of Flexibilities Can Assist Agencies in Managing Their Workforces
GAO-03-2: Published: Dec 6, 2002. Publicly Released: Dec 6, 2002.
An essential element to acquiring, developing, and retaining high-quality federal employees is agencies' effective use of human capital flexibilities. These flexibilities represent the policies and practices that an agency has the authority to implement in managing its workforce. Congressional requesters asked GAO to provide information on agency and union officials' views about the most effective...
Human Capital: The Role of the Ombudsmen in Dispute Resolution
GAO-01-466: Published: Apr 13, 2001. Publicly Released: May 15, 2001.
Federal agencies have created ombudsmen offices to expedite the resolution of employees' complaints about workplace issues. An ombudsman provides an informal alternative to more formal administrative processes in the workplace, using various techniques and often working "outside the box" to deal with conflicts and other organizational disputes. GAO found that the number of ombudsman offices handli...
Federal Downsizing: Observations on Agencies' Implementation of the Buyout Authority
T-GGD-95-164: Published: May 17, 1995. Publicly Released: May 17, 1995.
Pursuant to a congressional request, GAO discussed federal agencies' use of their buyout authority to reduce staff levels. GAO noted that: (1) by fiscal year 1996, nonDefense agencies expect to perform about 37,000 buyouts and Department of Defense agencies expect 69,000 buyouts; (2) 43 nonDefense agencies have reported paying buyouts; (3) almost 40 percent of nonDefense buyouts have gone to emplo...
Federal Hiring: Testing for Entry-Level Administrative Positions Falls Short of Expectations
GGD-94-103: Published: Mar 30, 1994. Publicly Released: Apr 15, 1994.
Pursuant to a congressional request, GAO reviewed the Administrative Careers With America (ACWA) program, focusing on: (1) the extent to which ACWA is used in relation to other hiring methods; (2) federal agencies' perceptions about ACWA program effectiveness; and (3) whether the Office of Personnel Management (OPM) plans to change the ACWA program as a result of its low usage rate.GAO found that:...
Inspectors General: Appointments and Related Issues
AFMD-93-74FS: Published: May 28, 1993. Publicly Released: May 28, 1993.
Pursuant to a congressional request, GAO provided information on federal inspectors general (IG), focusing on: (1) IG appointments and related issues; (2) the Department of Energy (DOE) IG resources devoted to the Federal Energy Regulatory Commission's (FERC) audit; and (3) IG resources and staff size at 34 agencies with agency-appointed IG.GAO found that: (1) federal legislation provided for the...
TQM Implementation at Transportation
GGD-93-31R: Published: Apr 26, 1993. Publicly Released: Apr 26, 1993.
GAO reviewed the Department of Transportation's implementation of total quality management (TQM). GAO found that: (1) about 87 percent of Transportation facilities have implemented or plan to implement TQM; (2) Transportation facilities became more involved with common TQM activities as TQM maturity increased; (3) almost one-half of the Transportation facilities believed that TQM had positive bene...
TQM Implementation at Treasury
GGD-93-30R: Published: Apr 26, 1993. Publicly Released: Apr 26, 1993.
GAO reviewed the Department of the Treasury's implementation of total quality management (TQM). GAO found that: (1) about 93 percent of Treasury facilities have implemented or plan to implement TQM; (2) as TQM maturity increased, Treasury became more involved in common TQM activities, benefits increased, and internal operating conditions improved; (3) almost three-quarters of the Treasury faciliti...
TQM Implementation in the Navy
GGD-93-29R: Published: Apr 26, 1993. Publicly Released: Apr 26, 1993.
GAO reviewed the Department of the Navy's implementation of total quality management (TQM). GAO found that: (1) as the Navy invested more time and effort in TQM activities, TQM implementation matured, barriers became less difficult, and greater benefits could be achieved; (2) 68 percent of the Navy's facilities have implemented various phases of TQM and most Navy personnel believed the TQM program...