Reinvention of the staffing function has emerged as a major theme within contemporary public management reform. South Carolina was one of the first states to implement a comprehensive reinvention of its civil service system. This article contains a case study of that state's experience in attempting to decentralize and reinvent its staffing practices. The article summarizes the progress that has been made, focusing in large part on the spotty record to date. Reasons for the halting success of reform are explored, and suggestions are provided for those who intend to push reinvention efforts in other locations. The needs for adequate legislative funding, technical support, and explicit guidelines are highlighted.
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