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International experiences with senior executive service cadres (English)

A growing number of countries now manage their senior public servants within a distinct human resource management (HRM) regime with tailored recruitment, management, and remuneration practices which differ from those applied elsewhere in the public service. While there is a shared logic behind the establishment of such a differentiated group, including the need to select and train a body of staff with distinctive skills in strategic leadership who can manage the interplay between politics, policy, and implementation, and to promote policy coordination between departments and over time between administrations, there are also some country-specific reasons for these developments.

Details

  • Author

    Watkins,Joanna Alexandra, Lafuente,Mariano, Manning, Nick

  • Document Date

    2012/04/01

  • Document Type

    Brief

  • Report Number

    98772

  • Volume No

    1

  • Total Volume(s)

    1

  • Country

    World,

  • Region

    The World Region,

  • Disclosure Date

    2015/08/07

  • Disclosure Status

    Disclosed

  • Doc Name

    International experiences with senior executive service cadres

  • Keywords

    National School of Public Administration;senior civil servants;pay and performance;human resource management;pay and incentives;federal public service;pool of candidates;congressional research service;civil service system;code of conduct;senior civil service;termination of employment;quality of performance;Civil Service Reform;devolution of responsibility;accountability for results;leave of absence;share of woman;public service employment;human resource capacity;proportion of woman;political appointee;Political Involvement;public servant;employment condition;political interference;performance agreement;government view;political authority;leadership development;management position;Performance Pay;central agencies;management skill;gender parity;normal distribution;performance level;management review;retaining talent;agency head;bargaining framework;staff association;turnover ratio;pay rate;individual level;federal government;state service;national institute;research agenda;administrative boundary;cross-country comparison;pay differential;secondary sources;survey results;annual target;job mobility;general management;employment contract;permanent appointment;government service;mandatory transfer;mobility program;performance contract;political acceptability;early identification;career management;business acumen;performance rating;personnel management;corporate objective;high performance;performance management;increased accountability;Public Goods;caretaker government;remuneration policy;regulatory function;decentralized system;research literature;ethnic group;middle management;political maturity;audit institution;organizational performance;government administration;government post;productive work;strategic thinking;competency profile;recruitment effort;transparent standard;Labor Market;employment pattern;government function;intensive training;effective leadership;local executive;central unit;external check;temporary assignments;government strategy;autonomous agency;operational quality;

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Citation

Watkins,Joanna Alexandra Lafuente,Mariano Manning, Nick

International experiences with senior executive service cadres (English). Global Expert Team (GET) note,recently asked questions series Washington, D.C. : World Bank Group. http://documents.worldbank.org/curated/en/464921468187732715/International-experiences-with-senior-executive-service-cadres