Patricia Wallace Ingraham
Biographic Data
| ID | 4123003 |
|---|---|
| NAME | Patricia Wallace Ingraham |
| GIVEN NAMES | Patricia Wallace |
| FAMILY NAME | Ingraham |
| SIGNATURE | INGRAHAM P W |
| AFFILIATIONS | Syracuse University |
| VERIFIED | No |
| TOTAL WORKS | 10 |
| TOTAL CITATIONS | 188 |
| AUTHOR COUNT | 10 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1989 |
| LATEST PUBLICATION YEAR | 2006 |
| H-INDEX | 8 |
Building Bridges over Troubled Waters
The federal civil service has developed in fits and starts, with specific reforms fashioned in reaction to the particular political considerations of a given time. Yet the concept of merit has remained a central, albeit malleable, sometimes neglected, and perhaps quaint ideal. Reinvention, efficiency, and effectiveness must honor excellence and the notion of public service as a calling
You Talking to Me?” Accountability and the Modern Public Service
My topic today is accountability of the federal public service. Democratic accountability is at the core of both public administration and political science because, inherently, democratic government is accountable government. For that reason, it is worrisome that present definitions and systems of accountability are out of date, perhaps even seriously broken
Performance
In July 1995, the American Society for Public Administration's Endowment Board established the Donald C. Stone Fund to honor the memory of this public administration legend. Income from this fund is used to sponsor a lecture or symposium at ASPA's national conference, which reflects Stone's varied interests and contributions to the field. This year marked the tenth Donald C. Stone Lecture. On April 4, Patricia Wallace Ingraham was ASPA's Stone Le…
Common Sense, Competence, and Talent in the Public Service in the USA
In the career civil service the US federal government has long been guided by a merit system. This article traces how the principle of merit in appointment and promotion has developed since the nineteenth century and examines contemporary applications of competency frameworks in the US – their development, character, strengths and weaknesses. If core competency discussions and frameworks are to have a broader impact at both the government wide an…
Integrative Leadership in the Public Sector
This article proposes a new model for understanding leadership in the public sector. The integrative approach to leadership focuses on how leaders choose, promote, institutionalize, and use public management systems, and reform those in time. Using data from a 50-state survey, this article explores the role of integrative leadership in one of the most popular reforms of government in recent years, managing for results. The findings suggest that l…
Capacity, Management, and Performance
Amid the focus of public management reforms on improving the performance of public organizations and their managers, there has been little empirical attention to the links between performance and management systems and activities; little attention has been paid to how and under what circumstances `management matters.' This study reports data from the Government Performance Project (GPP), with information of all 50 states. The GPP model argues tha…
Human Resource Practices in State Government
What are states doing with respect to human resource practices to improve government operations? Using data collected by the Government Performance Project, this article identifies emerging trends and innovations in state personnel systems. Specifically, it provides a national comparison in the areas of personnel authority, workforce planning, selection, classification, and performance management. Results show that many states are delegating auth…
Cross Pressures of Accountability
Contemporary political rhetoric and management reforms have highlighted accountability issues for government. A troubling feature associated with these management reforms is a gap between the expectations of management reform and the reality of the American culture of accountability. This culture gap is likely to be particularly evident in organizations that are structured around principles of command and control, such as the military. This artic…
People and Performance
What are the key challenges for the public sector at present, and what will the future public service look like if it is to meet these challenges? These questions were put to public‐sector leaders at a conference at the Wye River Plantation in June 1999. The leaders agreed on aspects of a broad vision for the future and the urgent need for a detailed debate on the transition questions that arose
The New Public Personnel and the New Public Service
Patricia Wallace Ingraham, David H. Rosenbloom, Carol Edlund, The New Public Personnel and the New Public Service, Public Administration Review, Vol. 49, No. 2, Special Issue: Minnowbrook II. Changing Epochs of Public Administration (Mar. - Apr., 1989), pp. 116-126
Cross Pressures of Accountability
Contemporary political rhetoric and management reforms have highlighted accountability issues for government. A troubling feature associated with these management reforms is a gap between the expectations of management reform and the reality of the American culture of accountability. This culture gap is likely to be particularly evident in organizations that are structured around principles of command and control, such as the military. This artic…
Integrative Leadership in the Public Sector
This article proposes a new model for understanding leadership in the public sector. The integrative approach to leadership focuses on how leaders choose, promote, institutionalize, and use public management systems, and reform those in time. Using data from a 50-state survey, this article explores the role of integrative leadership in one of the most popular reforms of government in recent years, managing for results. The findings suggest that l…
Building Bridges over Troubled Waters
The federal civil service has developed in fits and starts, with specific reforms fashioned in reaction to the particular political considerations of a given time. Yet the concept of merit has remained a central, albeit malleable, sometimes neglected, and perhaps quaint ideal. Reinvention, efficiency, and effectiveness must honor excellence and the notion of public service as a calling
Capacity, Management, and Performance
Amid the focus of public management reforms on improving the performance of public organizations and their managers, there has been little empirical attention to the links between performance and management systems and activities; little attention has been paid to how and under what circumstances `management matters.' This study reports data from the Government Performance Project (GPP), with information of all 50 states. The GPP model argues tha…
People and Performance
What are the key challenges for the public sector at present, and what will the future public service look like if it is to meet these challenges? These questions were put to public‐sector leaders at a conference at the Wye River Plantation in June 1999. The leaders agreed on aspects of a broad vision for the future and the urgent need for a detailed debate on the transition questions that arose
Performance
In July 1995, the American Society for Public Administration's Endowment Board established the Donald C. Stone Fund to honor the memory of this public administration legend. Income from this fund is used to sponsor a lecture or symposium at ASPA's national conference, which reflects Stone's varied interests and contributions to the field. This year marked the tenth Donald C. Stone Lecture. On April 4, Patricia Wallace Ingraham was ASPA's Stone Le…
Human Resource Practices in State Government
What are states doing with respect to human resource practices to improve government operations? Using data collected by the Government Performance Project, this article identifies emerging trends and innovations in state personnel systems. Specifically, it provides a national comparison in the areas of personnel authority, workforce planning, selection, classification, and performance management. Results show that many states are delegating auth…
The New Public Personnel and the New Public Service
Patricia Wallace Ingraham, David H. Rosenbloom, Carol Edlund, The New Public Personnel and the New Public Service, Public Administration Review, Vol. 49, No. 2, Special Issue: Minnowbrook II. Changing Epochs of Public Administration (Mar. - Apr., 1989), pp. 116-126
You Talking to Me?” Accountability and the Modern Public Service
My topic today is accountability of the federal public service. Democratic accountability is at the core of both public administration and political science because, inherently, democratic government is accountable government. For that reason, it is worrisome that present definitions and systems of accountability are out of date, perhaps even seriously broken
Common Sense, Competence, and Talent in the Public Service in the USA
In the career civil service the US federal government has long been guided by a merit system. This article traces how the principle of merit in appointment and promotion has developed since the nineteenth century and examines contemporary applications of competency frameworks in the US – their development, character, strengths and weaknesses. If core competency discussions and frameworks are to have a broader impact at both the government wide an…
The New Public Personnel and the New Public Service
Patricia Wallace Ingraham, David H. Rosenbloom, Carol Edlund, The New Public Personnel and the New Public Service, Public Administration Review, Vol. 49, No. 2, Special Issue: Minnowbrook II. Changing Epochs of Public Administration (Mar. - Apr., 1989), pp. 116-126
Cross Pressures of Accountability
Contemporary political rhetoric and management reforms have highlighted accountability issues for government. A troubling feature associated with these management reforms is a gap between the expectations of management reform and the reality of the American culture of accountability. This culture gap is likely to be particularly evident in organizations that are structured around principles of command and control, such as the military. This artic…
People and Performance
What are the key challenges for the public sector at present, and what will the future public service look like if it is to meet these challenges? These questions were put to public‐sector leaders at a conference at the Wye River Plantation in June 1999. The leaders agreed on aspects of a broad vision for the future and the urgent need for a detailed debate on the transition questions that arose
Human Resource Practices in State Government
What are states doing with respect to human resource practices to improve government operations? Using data collected by the Government Performance Project, this article identifies emerging trends and innovations in state personnel systems. Specifically, it provides a national comparison in the areas of personnel authority, workforce planning, selection, classification, and performance management. Results show that many states are delegating auth…
Capacity, Management, and Performance
Amid the focus of public management reforms on improving the performance of public organizations and their managers, there has been little empirical attention to the links between performance and management systems and activities; little attention has been paid to how and under what circumstances `management matters.' This study reports data from the Government Performance Project (GPP), with information of all 50 states. The GPP model argues tha…
Integrative Leadership in the Public Sector
This article proposes a new model for understanding leadership in the public sector. The integrative approach to leadership focuses on how leaders choose, promote, institutionalize, and use public management systems, and reform those in time. Using data from a 50-state survey, this article explores the role of integrative leadership in one of the most popular reforms of government in recent years, managing for results. The findings suggest that l…
You Talking to Me?” Accountability and the Modern Public Service
My topic today is accountability of the federal public service. Democratic accountability is at the core of both public administration and political science because, inherently, democratic government is accountable government. For that reason, it is worrisome that present definitions and systems of accountability are out of date, perhaps even seriously broken
Performance
In July 1995, the American Society for Public Administration's Endowment Board established the Donald C. Stone Fund to honor the memory of this public administration legend. Income from this fund is used to sponsor a lecture or symposium at ASPA's national conference, which reflects Stone's varied interests and contributions to the field. This year marked the tenth Donald C. Stone Lecture. On April 4, Patricia Wallace Ingraham was ASPA's Stone Le…
Common Sense, Competence, and Talent in the Public Service in the USA
In the career civil service the US federal government has long been guided by a merit system. This article traces how the principle of merit in appointment and promotion has developed since the nineteenth century and examines contemporary applications of competency frameworks in the US – their development, character, strengths and weaknesses. If core competency discussions and frameworks are to have a broader impact at both the government wide an…
Building Bridges over Troubled Waters
The federal civil service has developed in fits and starts, with specific reforms fashioned in reaction to the particular political considerations of a given time. Yet the concept of merit has remained a central, albeit malleable, sometimes neglected, and perhaps quaint ideal. Reinvention, efficiency, and effectiveness must honor excellence and the notion of public service as a calling
Political science (10 works) · Public Administration (9 works) · Public Administration (9 works) · Public Policy and Administration Research (7 works) · Public relations (7 works) · Business (6 works) · Government (linguistics (6 works) · Law (5 works) · Law (5 works) · Public service (5 works)