General agreement between Employee Service and Records Division, Bureau of Retirement, Insurance and Occupational Health, U.S. Civil Service Commission and American Federation of Government Employees Local 2450.

Mode of access: Internet.

Report of the State Civil Service Commission.

Mode of access: Internet.

Ameren Central Illinois Public Service Company workforce adequacy analysis report /

"December 2008"--Colophon.

Annual report - State's Attorneys Appellate Service Commission.

Report for 1977/78 covers period Dec. 16, 1977-June 30, 1978.

Rules of the Illinois Civil Service Commission.

Description based on: 1911.

Rules of the Civil Service Commission of the state of Michigan, Lansing.

Latest issue consulted: 2004.

Guide to examination materials available from the U.S. Civil Service Commission for state and local governmental use.

"PB-273 145"

Monitoring the public service employment programs : the second round : executive summary /

"Second report on the Brookings Institution Monitoring Study of the Public Service Employment Program for the National Commission for Employment Policy."

Implications of alternative designs of programs of public service employment /

"Prepared for the National Commission for Employment Policy."

Annual report of the civil service commission of chicago

Mode of access: Internet.

Proceedings of the Kansas School Textbook Commission

Mode of access: Internet.

Former NY State Senator and NY State Civil Service Commission Karen Burstein speaks at "Older Women and Midlife" conference.

General note: Title and date provided by Bettye Lane.

Learning, language and leadership : conduits to dynamic public service networks

Networks are having a profound impact on the way society is organised at the local, national and international level. Networks are not ‘business as usual’. The defining feature of networks and a key indicator for their success is the strength and quality of the interactions between members. This relational power of networks provides the mechanism to bring together previously dispersed and even competitive entities into a collective venture. Such an operating context demands the ability to work in a more horizontal, relational manner. In addition a social infrastructure must be formed that will support and encourage efforts to become more collaborative. This paper seeks to understand how network members come to know about working in networks, how they work on their relationships and create new meanings about the nature of their linked work. In doing so, it proposes that learning, language and leadership, herein defined as the ‘3Ls’ represent critical mediating aspects for networks.

Traps for the unwary : reform stories of private sector managers entering public service

The purpose of this research is to capture and interpret the stories of “outsider” managers who make the transition to the public sector. These experiences are considered in the context of efforts to shift public management culture in a direction consistent with meeting contemporary demands placed on public sector organisations. It is often noted that an important strategy for changing culture is the infusion of outsiders. Outsiders are thought to bring new perspectives that, through a dialectical process (Van de Ven 1995), create the potential for change. While there have been cross-sector comparisons (Broussine 1990; Silfvast 1994; Redman 1997), little attention has been given to the experience of those who make the transition in the context of efforts to reform public sector management culture. Not only is the infusion of private sector managers into the public sector a potential culture change strategy, it is also a personal experience for those who make the transition. Boundary crossing is typically an anxiety provoking experience (Van Maanen & Schein 1979) and the quality of this experience influences decisions to commit, engage, disengage or exit. The quality of the experience is likely to be affected by how the public organisation responds to people making this transition, that is, their investment in people processing (Saks 2007). The cost of recruitment and selection processes at middle and senior management levels warrants a greater research focus on this transition. In this paper we argue that the experiences of those who make the transition from private to public sectors has much to tell us about the traps that transition managers experience in making this change, the implications for injecting outsider managers as a strategy for achieving public management culture change, and how reform-oriented public organisations can manage the transitions of outsider managers into the public sector in order that best value might be achieved for both the individual and organisational change goals.