The main focus of downsizing has shifted from the private to the
public sector. The cutbacks began in the Department of Defense. Now
the goal is a federal civilian workforce reduction of 12 percent by
the year 2000.
This pioneering study looks at the management of workforce
reductions in the public sector both in theory and in practice.
Three case studies -- of the Defense Logistics Agency, the Bureau
of Reclamation, and the Food and Drug Administration -- illustrate
the organizational, managerial, and human dimensions of attempting
to improve performance with reduced resources. The author draws on
extensive interviews with senior executives and middle managers in
the three agencies; at the General Accounting Office, the Office of
Personnel Management, and the National Performance Review; the
Senior Executives Association and the Federal Managers Association;
and scholars and researchers.
In a larger sense, this work pushes the boundaries of knowledge
concerning organizational change and makes a significant
contribution to organization theory. It offers important new
insights not only for public sector managers but for organization
theorists and management specialists whose work on downsizing has
been presumed but not shown to be applicable to the public
sector.
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