Public Service Systems FlyerThe Maryland State has had its share of the historic developments that have been symbolic of the great reforms in the public service sector in United States. This is evident with the need and urgency created by the government for the associate directors in charge of staffing of civil servants at the federal levels to educate relevant departments on the evolution and functionalities of the civil service system as well as the challenges experienced by the workforce managers the state of Maryland. Looking back at the 100 years of evolution of the American public service system, there have been major reforms spanning around policy change and enactment of bills to facilitate institutionalization of reforms among public servants. In the locus of historic focus are amendments regarding hierarchies, salaries and functionality of the public service system. An example is the previous role played by the president in appointing top leaders for public service positions.The implication of such appointments came to be associated with the connection between political appointments and cronyism which deterred leaders from equitable allocation of job opportunities to the junior and subordinate staff. Led by the urgent need to create equity in job allocations across, there was a call of disassociating senior leadership from politics thus the Pendleton Civil Service Reform Act was enacted in the year 1883 (Janet & Robert, 2011). The newly created system was majorly focused on meritocracy where senior managers, public service executives and diplomatic heads were supposed to be vetted using a test and interview after which the best candidate would be appointed. The subsequent endorsement of the Hatch Act in 1929 further reformed the system by prohibiting the participation of senior public servants from active politics.In describing major events and decisions that shaped the evolution of the Public System Service in the United States, due attention was focused on reforms after the assassination of James Garfield a former president of the United States. The public protested against the act and asked for reforms in the public system which led to the Pendleton Civil Service Reform Act. The acts provided for the formation of the United States Public Service Commission to monitor to monitor political patronage among senior officials holding public offices. The act allowed state and municipal governments to participate in politics because of their close connection with people at the grass-root level. The January of 1978 was marked with the renaming of the U.S Public Service Commission to U.S Office of Personnel Management (OPM). The renaming process was supported by the Civil Service Reform Act of 1978 under the 1978 reorganization plan. The act also discredited meritocracy as being biased towards the appointment of youths in public service because of their inexperience. Instead the Federal Labor Relations Authority (FLRA) was made to supplement OPM (Janet & Robert, 2011). The U.S Merit Systems Protection Board (MSPB) was also decreed safeguard the rights and privileges of civil servants and collectively the three bodies targeted eliminating inefficient public servants.The question on managing challenges facing the public workforce in the 21 Century revolves around historical practices regarding the appointment of public officers because there is a clear conflict between government agencies and independent agencies regarding appointments and work standards. Another challenge is the current payment system which is a replica of the 1923 China Lake Demonstration Project (Janet & Robert, 2011). The system is flawed by complex sets of principals such as the General Schedule (GS) which determines pay rates for different job division. Because of the complexity of the payment systems, the public service system in the United States lacks equitable pay. Furthermore the level of education attained by public servants is not reflected in the current payment system.ReferenceJanet, V. D. & Robert, B. D. (2011). The New Public Service: Serving, Not Steering. New York: M.E. Sharpe.

Public Service System Flyer

Order Description

As the associate director of staffing services for your state’s department of civil service, you must create a flyer regarding the changing public service system. This flyer will be sent to the staffing departments throughout the state to inform the departments of the system’s history and potential challenges within the management of their workforce.

Create a flyer of no more than 750-words. In the flyer, address the following:
•How has the public service system evolved over the last 100 years?
•What major events and decisions were important to the evolution? Include a timeline of your examples.
•What are some of the challenges of managing the public workforce in the 21st century? Explain how these challenges came to be and how they may change in the future. Describe your vision for dealing with these issues.

Note. It is recommended, though not required, that you include graphics and images to help support your content.

Public Service System Flyer

Order Description

As the associate director of staffing services for your state’s department of civil service, you must create a flyer regarding the changing public service system. This flyer will be sent to the staffing departments throughout the state to inform the departments of the system’s history and potential challenges within the management of their workforce.

Create a flyer of no more than 750-words. In the flyer, address the following:
•How has the public service system evolved over the last 100 years?
•What major events and decisions were important to the evolution? Include a timeline of your examples.
•What are some of the challenges of managing the public workforce in the 21st century? Explain how these challenges came to be and how they may change in the future. Describe your vision for dealing with these issues.

Note. It is recommended, though not required, that you include graphics and images to help support your content.