Carolyn Ban
Biographic Data
| ID | 4381598 |
|---|---|
| NAME | Carolyn Ban |
| GIVEN NAMES | Carolyn |
| FAMILY NAME | Ban |
| SIGNATURE | BAN C |
| AFFILIATIONS | University of Pittsburgh |
| VERIFIED | No |
| TOTAL WORKS | 12 |
| TOTAL CITATIONS | 45 |
| AUTHOR COUNT | 12 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1985 |
| LATEST PUBLICATION YEAR | 2010 |
| H-INDEX | 3 |
Intégrer la « maison européenne »: L'arrivée des directeurs issus des nouveaux Etats membres au sein de la commission
L’élargissement de l’Union européenne en 2004 et 2007 fut de loin le plus considérable de son histoire. Il représenta un défi important pour la Commission : engager et intégrer des milliers de collaborateurs, originaires des nouveaux États membres, à tous les niveaux de l’institution. Cet article analyse le processus de recrutement des nouveaux directeurs (notamment le rôle qu’y jouent les gouvernement nationaux), les profils de ces nouveaux dire…
Reforming the staffing process in the European Union institutions: Moving the sacred cow out of the road
Since the 1960s, the EU institutions have relied on a system of open competitions (or concours ) for hiring staff, with only incremental changes. That system is now undergoing a major reform that is currently in the implementation phase. A policy analysis approach explains how the leadership of the European Personnel Selection Office (EPSO) overcame resistance to change. Analysis from a public management and political sociology perspective sheds …
The Contingent Workforce in the US Federal Government: A Different Approach
Public Personnel Management
A Useful Antidote
Drug Testing in the Federal Workplace: An Instrumental and Symbolic Assessment
How effective is thefederal government's employee drug-testing program? Frank Thompson, Norma Riccucci, and Carolyn Ban offer an assessment thatfocuses on both the instrumental and symbolic rationales for the program. They find little evidence to support contentions that drug testing improves workplace efficiency, nor do theyfind supportfor arguments that it promotes public health or reduces crime
Short-Timers: Political Appointee Mobility and its Impact on Political-Career Relations in the Reagan Administration
This article examines the career paths of noncareer members of the Senior Executive Service in the federal government. It develops three models by which they are selected for public service. (Under Reagan, the `counter-staffing model" was dominant in most agencies.) Turnover among noncareer SESers was more rapid than for higher-level political appointees; average tenure in office was only 1.7 years. This rapid turnover, in conjunction with the an…
Q.e.d: The Research and Demonstration Provisions of the Civil Service Reform Act 1
Retaining Quality Federal Employees: Life after Pace
In January 1981, the U.S. Office of Personnel Management (OPM) signed a consent decree in which it agreed to eliminate use of the Professional and Administrative Career Examination (PACE). For several years, PACE had been the main route for entry-level hiring for many federal government agencies. Indeed, PACE was used for hiring into 118 different occupations. This paper examines how the federal government has coped with the demise of PACE, focus…
Legislating Bureaucratic Change: The Civil Service Reform Act of 1978
Models of Public Management: Are They Useful to Federal Managers in the 1980s
Definition of proper relationships between the career bureaucracy and political leadership is one of the enduring problems of public administration. Several models which seek to describe these relationships have emerged in literature and debate, but they have seldom been tested empirically. It is clear, however, that serious differences which distinguish various models can be evaluated. Because these conflicting role prescriptions have important …
Legislating Bureaucratic Change: The Civil Service Reform Act of 1978
Models of Public Management: Are They Useful to Federal Managers in the 1980s
Definition of proper relationships between the career bureaucracy and political leadership is one of the enduring problems of public administration. Several models which seek to describe these relationships have emerged in literature and debate, but they have seldom been tested empirically. It is clear, however, that serious differences which distinguish various models can be evaluated. Because these conflicting role prescriptions have important …
Short-Timers: Political Appointee Mobility and its Impact on Political-Career Relations in the Reagan Administration
This article examines the career paths of noncareer members of the Senior Executive Service in the federal government. It develops three models by which they are selected for public service. (Under Reagan, the `counter-staffing model" was dominant in most agencies.) Turnover among noncareer SESers was more rapid than for higher-level political appointees; average tenure in office was only 1.7 years. This rapid turnover, in conjunction with the an…
Public Personnel Management
Reforming the staffing process in the European Union institutions: Moving the sacred cow out of the road
Since the 1960s, the EU institutions have relied on a system of open competitions (or concours ) for hiring staff, with only incremental changes. That system is now undergoing a major reform that is currently in the implementation phase. A policy analysis approach explains how the leadership of the European Personnel Selection Office (EPSO) overcame resistance to change. Analysis from a public management and political sociology perspective sheds …
Legislating Bureaucratic Change: The Civil Service Reform Act of 1978
The Contingent Workforce in the US Federal Government: A Different Approach
Legislating Bureaucratic Change: The Civil Service Reform Act of 1978
Legislating Bureaucratic Change: The Civil Service Reform Act of 1978
Legislating Bureaucratic Change: The Civil Service Reform Act of 1978
Models of Public Management: Are They Useful to Federal Managers in the 1980s
Definition of proper relationships between the career bureaucracy and political leadership is one of the enduring problems of public administration. Several models which seek to describe these relationships have emerged in literature and debate, but they have seldom been tested empirically. It is clear, however, that serious differences which distinguish various models can be evaluated. Because these conflicting role prescriptions have important …
Q.e.d: The Research and Demonstration Provisions of the Civil Service Reform Act 1
Retaining Quality Federal Employees: Life after Pace
In January 1981, the U.S. Office of Personnel Management (OPM) signed a consent decree in which it agreed to eliminate use of the Professional and Administrative Career Examination (PACE). For several years, PACE had been the main route for entry-level hiring for many federal government agencies. Indeed, PACE was used for hiring into 118 different occupations. This paper examines how the federal government has coped with the demise of PACE, focus…
Short-Timers: Political Appointee Mobility and its Impact on Political-Career Relations in the Reagan Administration
This article examines the career paths of noncareer members of the Senior Executive Service in the federal government. It develops three models by which they are selected for public service. (Under Reagan, the `counter-staffing model" was dominant in most agencies.) Turnover among noncareer SESers was more rapid than for higher-level political appointees; average tenure in office was only 1.7 years. This rapid turnover, in conjunction with the an…
A Useful Antidote
Drug Testing in the Federal Workplace: An Instrumental and Symbolic Assessment
How effective is thefederal government's employee drug-testing program? Frank Thompson, Norma Riccucci, and Carolyn Ban offer an assessment thatfocuses on both the instrumental and symbolic rationales for the program. They find little evidence to support contentions that drug testing improves workplace efficiency, nor do theyfind supportfor arguments that it promotes public health or reduces crime
Public Personnel Management
The Contingent Workforce in the US Federal Government: A Different Approach
Intégrer la « maison européenne »: L'arrivée des directeurs issus des nouveaux Etats membres au sein de la commission
L’élargissement de l’Union européenne en 2004 et 2007 fut de loin le plus considérable de son histoire. Il représenta un défi important pour la Commission : engager et intégrer des milliers de collaborateurs, originaires des nouveaux États membres, à tous les niveaux de l’institution. Cet article analyse le processus de recrutement des nouveaux directeurs (notamment le rôle qu’y jouent les gouvernement nationaux), les profils de ces nouveaux dire…
Reforming the staffing process in the European Union institutions: Moving the sacred cow out of the road
Since the 1960s, the EU institutions have relied on a system of open competitions (or concours ) for hiring staff, with only incremental changes. That system is now undergoing a major reform that is currently in the implementation phase. A policy analysis approach explains how the leadership of the European Personnel Selection Office (EPSO) overcame resistance to change. Analysis from a public management and political sociology perspective sheds …
Political science (10 works) · Business (7 works) · Public Administration (7 works) · Public Administration (7 works) · Law (5 works) · Law (5 works) · Politics (4 works) · Public service (4 works) · Civil service (3 works) · Bureaucracy (2 works)