Recruiting, Retaining, and Motivating the Federal Workforce
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Over the past twenty years, a number of factors, including the attempts to reduce the size of the federal bureaucracy, have contributed to a growing concern over the federal government's ability to attract, motivate, and retain a talented and committed workforce. This book is devoted to exploring the question of what it takes to attract and maintain such employees, and does so by focusing on the Presidential Management Intern Program, which brings young people with graduate degrees into federal service. The study takes a close look at the program and its interns from 1978 to 1984, detailing th...
Over the past twenty years, a number of factors, including the attempts to reduce the size of the federal bureaucracy, have contributed to a growing concern over the federal government's ability to attract, motivate, and retain a talented and committed workforce. This book is devoted to exploring the question of what it takes to attract and maintain such employees, and does so by focusing on the Presidential Management Intern Program, which brings young people with graduate degrees into federal service. The study takes a close look at the program and its interns from 1978 to 1984, detailing the percentage who have remained in the federal workforce and the reasons that have prompted others to leave the public sector. The work takes into consideration the current employment status of 1978-1984 interns, the factors that explain why interns have stayed in or left federal positions, and the conclusions that can be drawn concerning the recruitment and retention of a highly motivated federal workforce. Following an introductory history and description of the PMI program, Gail Johnson focuses on the particulars of the interns' employment, including the current status of PMIs in government, and when and where those who left went. She next concentrates on the met and unmet expectations that provide a link between what the interns expected, what they experienced, and their decisions to stay in or leave public service. These expectations are also contrasted with those of other federal employees. Finally, conclusions are drawn about the utility of the intern model as a recruitment vehicle, methods to improve the PMI program, and the larger implications for the federal government. This work will be a valuable resource for federal government and public service recruiters, as well as for students of public administration and public personnel. It will also be an important addition to public, college, and university libraries.
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