This article explores the first 5 years of the State of Georgia’s reform of its centralized civil service system, including an assessment of the environment leading to the reform. Additionally, the article explicates three organizing models for the delivery of public human resource management services and suggests that the state should have moved toward a strategic model that shared real personnel authority between the central personnel agency and the respective departments. The article concludes that the Georgia reform is an anomaly, not a trend.
Get full access to this article
View all access options for this article.
References
1.
Behn, R. D. (1996, November). Ending civil service as we know it. Governing, p. 86.
2.
Condrey, S. E. (1998). Toward strategic human resource management. In S. E. Condrey (Ed.), Handbook of Human Resource Management (p. 676-680). San Francisco: Jossey-Bass.
3.
Georgia Merit System takes on new role, new name, new logo. (1997, October). State Personnel News, 21(3), 1-2.
4.
Gossett, C. W., & Scott, D. (1997, Spring). When is a merit system not a merit system?Periscope, 17(1), 2-3.
5.
Miller, Z. (1996, January 10). State of the state address (Speech delivered in Atlanta, GA). Retrieved September 22, 2001, from http://gnsun1.ganet.state.ga.us
6.
1996 Georgia General Assembly: A reform outlives its usefulness. (1996a, February 20). The Atlanta Journal/Constitution, A8.
7.
Official Code of Georgia Annotated, Code § 45-20-1. (1996a, February 21). Journal of the Senate, pp. 810-818.
8.
Official Code of Georgia Annotated, Code § 45-20-1. (1996b, March 15). Journal of the House, pp. 2536-2544.
9.
Wooten, J. (1996, March 18). 1996 Georgia legislative session. The Atlanta Journal/Constitution, p. A8.
