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Relevant bibliographies by topics / Commonwealth Senior Executive Service

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Academic literature on the topic 'Commonwealth Senior Executive Service'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Commonwealth Senior Executive Service"

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Ntwaagae, Charles. "Commentary: An African Perspective Services Negotiations." Global Economy Journal 5, no. 4 (December 7, 2005): 1850062. http://dx.doi.org/10.2202/1524-5861.1149.

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A commentary on J. Robert Vastine's article "Services Negotiations in the Doha Round: Promise and Reality." Charles T. Ntwaagae is Ambassador-Permanent Representative to the UN and WTO in Geneva. He has served in the Botswana Public Service over the past 28 years, during which he held several senior policy level positions. These include Executive Director of the National Environment Secretariat, Deputy Permanent Secretary in the Ministry of Local Government, Housing and Environment, and Deputy Permanent Secretary in the Ministry of Foreign Affairs and International Cooperation. As Ambassador-Permanent Representative, he has served in various capacities, including Chairman of the Africa Group, Co-ordinator of ACP Ambassadors in the WTO and Chairman of Commonwealth Developing countries in the WTO. As of January 2006, he will be serving as Permanent Secretary of Botswana's Ministry of Foreign Affairs and International Cooperation.

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Ferris, Frank D. "Is the Senior Executive Service Viable?" Public Personnel Management 18, no. 3 (September 1989): 355–73. http://dx.doi.org/10.1177/009102608901800308.

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This article traces the political history of the federal sector Senior Executive Service, evaluates the current SES structure, and offers some observations as to whether it is viable given the political forces with which it must deal. Predictions are made then made as to how the SES will change in the future.

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Hall‐Taylor, Brenda. "Perspectives from the Senior Executive Service." Australian Journal of Public Administration 59, no. 2 (June 2000): 89–94. http://dx.doi.org/10.1111/1467-8500.00154.

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Doherty, Kathleen M., David E. Lewis, and Scott Limbocker. "Executive Control and Turnover in the Senior Executive Service." Journal of Public Administration Research and Theory 29, no. 2 (December 11, 2018): 159–74. http://dx.doi.org/10.1093/jopart/muy069.

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Guajardo, Salomon A. "Hispanics in the Senior Executive Service: Revisited." Review of Public Personnel Administration 13, no. 4 (October 1993): 79. http://dx.doi.org/10.1177/0734371x9301300407.

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Uhr, John. "RETHINKING THE SENIOR EXECUTIVE SERVICE: EXECUTIVE DEVELOPMENT AS POLITICAL EDUCATION." Australian Journal of Public Administration 46, no. 1 (March 1987): 20–36. http://dx.doi.org/10.1111/j.1467-8500.1987.tb01408.x.

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Eoyang, Carson. "Bamboo Ceilings in the Federal Service." AAPI Nexus Journal: Policy, Practice, and Community 9, no. 1-2 (2011): 37–42. http://dx.doi.org/10.36650/nexus9.1-2_37-42_eoyang.

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This article is an update to the 2006 AAPI Nexus Journal article about Asian American and Pacific Islander (AAPI) senior executives in the federal government. Despite notable progress in recent years, AAPIs remain underrepresented in the Senior Executive Service (SES). Although recent administration initiatives have been beneficial for increasing diversity in the civil service, budget pressures and workforce constraints still hinder further advancements in executive diversity.

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Dolan, J. "The Senior Executive Service: Gender, Attitudes, and Representative Bureaucracy." Journal of Public Administration Research and Theory 10, no. 3 (July 1, 2000): 513–30. http://dx.doi.org/10.1093/oxfordjournals.jpart.a024279.

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Perry, James L., and Theodore K. Miller. "The Senior Executive Service: Is It Improving Managerial Performance?" Public Administration Review 51, no. 6 (November 1991): 554. http://dx.doi.org/10.2307/976606.

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Newland, Chester A. "The American Senior Executive Service: Old Ideals and New Realities." International Review of Administrative Sciences 54, no. 4 (December 1988): 625–60. http://dx.doi.org/10.1177/002085238805400407.

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Dissertations / Theses on the topic "Commonwealth Senior Executive Service"

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Pinyoying, Disaya, and n/a. "The Commonwealth Senior Executive Service : an approach to improving the Public Service." University of Canberra. Administrative Studies, 1994. http://erl.canberra.edu.au./public/adt-AUC20061102.161233.

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Wangkajornwuttisak, Amporn. "Senior executive service candidate development programs : a descriptive analysis of five federal agencies /." Diss., This resource online, 1994. http://scholar.lib.vt.edu/theses/available/etd-06062008-145016/.

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Nelson, Audrea Maria. "Exploring the Lack of African Americans in the Department of Defense Senior Executive Service Corps." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1797.

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There is a lack of African American representation in the Department of Defense's (DoD's) Senior Executive Service (SES) Corps. In 2011, only 11.4% of the DoD's SES members were African American. This disparate representation is problematic because it contradicts the creation of a diverse workforce, which in turn limits opportunities for African Americans to join the elite DoD SES Corps. The purpose of this phenomenological study was to explore the perceptions of 9 African American SES members in the Office of the Secretary of Defense, Defense Agencies, and Defense Field Activities to determine factors contributing to their promotions into the SES Corps. The theoretical framework for this study included Burns and Bass conceptualization of transformational leadership, as well as the social learning theories of Bandura and Vygotsky. A snowball sampling technique was used to recruit the participants for face-to-face or telephone interviews. The interview questions focused on the attributes participants perceived as influencing their career progression into the SES. Upon transcribing interview data, an open coding process was used to categorize information collected followed by thematic analysis to facilitate further understanding. Findings indicate that professional qualities such as the ability to perform core executive functions, training, and education contributed to their SES progression. Furthermore, transformational leadership was perceived as being important in SES service. The implications for positive social change stemming from this study include direct recommendations to DoD human resource directors to capitalize on current African American leaders to serve as mentors to emerging leaders in a way that is consistent with transformational leadership.

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Lanier, Melvene A. "A Comparative Analysis of Federal Agencies' Integration of Equity and Diversity Practices Addressing Minority Representation in Senior Executive Service." Diss., Virginia Tech, 2019. http://hdl.handle.net/10919/87388.

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This dissertation examines how leaders explain the way shifts in leaders responsibilities, shifts in institutional pressures, and minority representation at the Senior Executive Service level influence how they integrate equity and diversity programs in federal agencies. When federal agencies address the issue of minority representation in Senior Executive Service (SES), the degree to which leaders institutionalize diversity and equity programs varies. Leaders at different levels have their own motivation for how they respond to institutional pressures. There have been shifts in responsibilities and pressures over time. Using semi-structured interviews, 18 leaders explain how these shifts influence them. This research, which also includes supporting documents, seeks to contribute to neoinstitutional theory, equity and diversity literature, and representative bureaucracy, extending the perspective of how institutional pressures impact organizations to how pressures influence leaders in federal agencies.
PHD

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Easley, Brian Gerard. "Developmental Networks, Black Feminist Thought, and Black Women Federal Senior Executives: A Case Study Approach." Diss., Virginia Tech, 2011. http://hdl.handle.net/10919/27666.

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Private and public sector organizations have become increasingly interested in promoting diversity. Due to barriers attributed to race and gender, women and minorities often find it hard to break through the glass ceiling. Mentoring is a tool to assist with breaking through the glass ceiling. This interest has led to extensive growth in mentoring research and the design of a more expanded concept, developmental networks. Little empirical research informs our understanding of Black women in developmental networks and their political identities within those networks. This qualitative study, within the framework of grounded theory method and of case study research, examines two research questions: (1)What do Black women federal senior executives value within their developmental networks? (2)How do Black women federal senior executives construct political identity within their developmental networks? Applying the conceptual framework of Black feminist thought and developmental network support theories the study examined the developmental relationships of three Black women senior executives. This research highlights the development of a group of high achievers and the contributions of their self-identified support systems. Data analysis from unstructured person-to-person interviews, a questionnaire, and researcher theoretical memos identified the themes support network, self-definition and self-determination, and ecology of life. The most visible codes were significant friendship, workplace behavior, social network composition, and Black woman. In conclusion, the women valued relationships that produced psychosocial outcomes such as friendship, trust, honesty, direct feedback, and reciprocity. They also valued relationships where they received workplace guidance and career exposure from mentor, friend, sponsor, and ally developers within or outside of the workplace. The women developed networks that provided closeness and consisted of developers from different social arenas. They defined their political identities, roles, coping strategies for life challenges and fostered relationships that recognized the importance of ethnic/racial respect, and understanding personal strength. In addition, the women preferred informal developmental relationships with Black and male developers of different ages. Due to a small sample size, self-reported data and the application of grounded theory method, the findings of this study were interpreted with caution. Provided were recommendations for future research and practice.
Ph. D.

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Carleton, Karen Anne. "The Lamplighter: Strategic Leaders' Views on Leadership." Diss., Virginia Tech, 2005. http://hdl.handle.net/10919/27592.

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The vast quantity of leadership literature discusses factors that may contribute to leader development. However, strategic leaders—defined as those individuals in key positions at the organizational apex—are a subsection of the research that deserves more attention. In particular, what sets these leaders apart or enables them to excel is an area of particular interest and is explored in this dissertation. The purpose of this study was to understand the process of leadership development, specifically through the experience and beliefs of successful senior leaders. The study addressed the following questions: 1. How do strategic leaders for the federal government describe effective leadership? 2. How do they explain the development of effective strategic leadership? 3. How do the described behaviors of strategic leadership compare to the Executive Core Qualifications established for civilian federal government leaders by the Office of Personnel Management? To answer the research questions, the study employed grounded theory as the primary analytic procedure. The subjects interviewed were from areas of the federal government dealing with national security, predominantly Department of Defense. Both military and civilians subjects participated. Data were analyzed qualitatively and a conceptual model of strategic leadership behavior was developed. Finally, implications and suggestions as to how to foster the development of such capacities are offered. The findings show, as did earlier behavioral research, that the two aspects of task and relationship are important to successful leaders. In this case, both functioned predominantly in the leaders' behavior, but under the fabric of their contextual experience built on their own self-efficacy and relations with others. It follows that more attention paid to developing self-mastery and strong relationship skills are in order. Since studies on military leadership vice civilian federal service are more likely, the findings were examined in relation to the established qualifications for senior civilian leaders, revealing a gap. While the qualifications for senior executives are behavior oriented, the research indicates a need for stronger focus on personal development, growth as an individual, and contributions made to the development of others. The relationship aspect of leadership does not receive the proper emphasis.
Ph. D.

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Lai, Fue-Yuan, and 賴富源. "A Study of the Training System of the Senior Executive Civil Service of the R.O.C.: Perspective of Globalization." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/32473419517424219757.

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博士
中國文化大學
政治學系
99
This research is aimed to investigate the training program of senior executive civil service from the perspective of global governance. The author is trying to make comprehensive review and analysis of the existing problems in senior executive civil service training system, with the purpose of providing some references to related agencies in dealing with the training plans. The study focuses on the executive and non-executive public servants who are classified up to twelve-grade level in the central governments. The methodology in this study stresses depth-interview. The interview contains three parts: first, to understand the respondents’ view about the impact of globalization. This section will be divided into two projects, one is the governmental sector and the other is senior executive civil service itself. The second part focuses on the current existing problems in senior executive civil service, trying to figure it out the concepts of regulations, systems, curriculum and methods, the civil service itself and funds. The final part tries to understand the issue by locating the core competencies in the globalization. The author is attempting to find how the senior executive civil service should have the core competencies. In the second chapter, it outlines globalization and global governance first, and generalizes the challenges and impact from globalization on the public sector, human resource management, and the government reform. The third chapter introduces the practices of senior executive civil service training programs of UK, USA, Singapore, France, Germany, Netherlands, Japan, and Korea to learn from them as a reference. The fourth chapter discusses the ability of globalization to enhance the overall strategy of the senior executive civil service. Chapter V assesses the training practices with the purpose of pointing out the failures of senior executive civil service in the ROC. Chapter VI focuses on the overall analysis by using the qualitative data. Chapter VII provides the study’s findings and the conclusions and recommendations based on the findings. Although the Examination Yuan established the National Civil Service Institute in March 26, 2010 which solely takes account on the training of senior executive civil service, its effectiveness remains to be observed because of the absence of long-term senior executive civil service training system. This dissertation is based on the thinking of civil service training, legal system, training system, curriculum, training methods, core competencies and funding for each of the review and analysis, hoping to make a blueprint of ideal framework for senior executive civil service training. The author believes this study is useful for the government construction of senior executive civil service training system in the future. I hope that the results of this study can be helpful in theoretical or practical construction.

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Books on the topic "Commonwealth Senior Executive Service"

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Australia. Parliament. Joint Committee of Public Accounts. Selection and development of senior managers in the commonwealth public service: Response to report 202 : finance minute on the Committee's 202nd report. Canberra: Australian Govt. Pub. Service, 1986.

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2

Management, United States Office of Personnel. The senior executive service. [Washington, D.C.]: U.S. Office of Personnel Management, Office of Executive Personnel, 1988.

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United States. Office of Personnel Management. The Senior Executive Service. [Washington, D.C.?]: U.S. Office of Personnel Management, 1993.

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4

Senior Executive Service personnel handbook. [Washington, D.C.?]: The Commission, 1988.

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Broida, Peter B. Senior executive service legal guide. Arlington, Va: Dewey Publications, 2009.

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New Jersey. Governor's Management Review Commission. Operational review of Senior Executive Service. [Trenton, N.J.]: The Commission, 1990.

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Australia. Parliament. Senate. Standing Committee on Finance and Public Administration. The development of the Senior Executive Service. Canberra: Australian Government Publishing Service, 1992.

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United States. Office of Personnel Management. Operations handbook for the Senior Executive Service. [Washington, D.C.]: Office of Personnel Management, Federal Personnel Manual System, 1990.

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Pace, Richard Clement. The senior executive service in the federal government: A study and critique. Ann Arbor, MI (300 N. Zeeb Rd., Ann Arbor 48106): University Microfilms International, 1985.

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Safir, Rose. Moving on up!: Female career advancement and the senior intelligence executive service. [Philadelphia, Pa.]: Xlibris, 2008.

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Book chapters on the topic "Commonwealth Senior Executive Service"

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Sowa, Jessica E. "The Senior Executive Service: Past, Present, and Future." In Public Personnel Management, 175–91. Sixth edition. | New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315527055-13.

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DAS, S. K. "Senior Executive Service." In Building a World-Class Civil Service for Twenty-First Century India, 175–87. Oxford University Press, 2010. http://dx.doi.org/10.1093/acprof:oso/9780198068662.003.0012.

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Durant, Robert F. "Senior Executive Service." In Encyclopedia of Public Administration and Public Policy, 1757–61. Routledge, 2007. http://dx.doi.org/10.1081/e-epap2-358.

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Durant, Robert. "Senior Executive Service." In Encyclopedia of Public Administration and Public Policy, Second Edition (Print Version), 1757–61. CRC Press, 2007. http://dx.doi.org/10.1201/noe1420052756.ch358.

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"Personnel Management: Senior Executive Service." In Encyclopedia of Public Administration and Public Policy, Third Edition, 1–6. Routledge, 2020. http://dx.doi.org/10.1081/e-epap3-120053702.

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Elnaghi, Marwan, Sarmad AlShawi, Vishanth Weerakkody, and Wael Aziz. "Instigating Transformational Government at a Municipality Level." In Handbook of Research on ICT-Enabled Transformational Government, 72–91. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-390-6.ch005.

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This empirical research chapter focuses on the findings and the potential value of instigating a transformational government (t-government) at a municipality level. The emerging literature indicates that there is a strong desire amongst governments worldwide to provide an efficient, cost effective, and sustainable electronic service delivery environment, and Dubai Municipality in the UAE is no exception. This research aims to investigate the motivations behind this instigated change towards t-government systems. In order to achieve this transformation in services, there is a need for a radical change and an innovative approach to provide quality services. In this paper the authors report some of the findings from an in-depth case study of transformational effort in the municipality of Dubai. The study seeks to offer insights into organisational and managerial aspects surrounding the complex phenomenon of t-government evolution. The chapter concludes that successful t-government implementation requires senior executive participation and active engagement of stakeholders for benefit realisation; whereby t-government adoption is surrounded by political, cultural, organisational, technological, and social issues which must be considered and treated carefully to enable this transformation.

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McConville, Mike, and Luke Marsh. "Constitutionalism and the Westminster Model." In The Myth of Judicial Independence, 189–205. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198822103.003.0009.

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This chapter evaluates the constitutional framework of the United Kingdom, revealing a disturbing new settlement of State power. In particular, it hones in on the ‘Westminster Model’ of government which advertises a strict separation of powers supposedly insulating judges from direct executive influence. An altogether different reality emanating from the archival trove of intergovernmental files is found; one which challenges the grundnorm of judicial independence embedded within the Westminster model of governance. Although Executive dominance of the judiciary runs contrary to basic texts and beliefs, this chapter lays out an alternative perspective which implicates the senior judiciary in subterranean policymaking that has led to the steady erosion of procedural due process. It examines where the Civil Service fits into this picture, and draws attention to its servants’ inherent shortcomings as ‘bureaucrats of the law’ having assumed responsibility in large part for the body of sub-standard work distributed under the misnomer: ‘Judges’’ Rules. It explains how, on the critical issue of an individual’s vulnerability when confronted by police power, civil servants, tasked with furthering the ‘public interest’, were far more adept at bolstering ‘police interests’, with backing from the then Head of the Judiciary (Lord Chancellor) and his Law Officers (the Attorney-General and Solicitor-General). By documenting key historical events that impacted upon the criminally suspected or accused, awareness of which has been muted or unknown, this Chapter explains how the doctrine of the Separation of Powers is contravened and the principle of judicial independence muddied to the point of non-recognition.

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Conference papers on the topic "Commonwealth Senior Executive Service"

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Ward, Lamont B., and David P. Byrne. "Maintaining and Improving Amtrak’s Acela Fleet With Intelligent Data." In 2015 Joint Rail Conference. American Society of Mechanical Engineers, 2015. http://dx.doi.org/10.1115/jrc2015-5632.

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Amtrak’s High Speed Rail Maintenance Engineering group uses intelligent data to increase the reliability and availability of the Acela fleet. Amtrak has invested in business intelligent software to organize, filter and present raw data obtained from its rolling stock on-board systems and on-time performance database. Using this software to create visuals and dashboards enables the same data to be presented effectively to both shop employees and executive management. The information contained in these presentation devices focuses shop maintenance on specific equipment that is not meeting reliability criteria, on fleet wide issues that have not yet begun to impact the reliability or availability of equipment and on historically seasonal or time sensitive failure modes. Similarly, by altering the focus of these dashboards, visuals and graphs, senior management can determine where to focus resources and funding in order to have the greatest impact on improving performance and service for the customer.

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"An Examination of the Barriers to Leadership for Faculty of Color at U.S. Universities." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4344.

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[This Proceedings paper was revised and published in the 2019 issue of the journal Issues in Informing Science and Information Technology, Volume 16] Aim/Purpose: The aim and purpose of this study is to understand why there is a dearth of faculty of color ascending to senior levels of leadership in higher education institutions, and to identify strategies to increase the representation of faculty of color in university senior administrative positions. Background: There is a lack of faculty of color in senior level academic administrative position in the United States. Although there is clear evidence that faculty of color have not been promoted to senior level positions at the same rate as their White col-leagues, besides racism there has been little evidence regarding the cause of such disparities. This is becoming an issue of increased importance as the student bodies of most U.S. higher educational institutions are becoming increasingly more inclusive of people of various racial and ethnic backgrounds. Methodology: Qualitative interviews were used. Contribution: This study adds to the research and information made previously available regarding the status of non-White higher educational members in the U.S. by contributing insights from faculty of color who have encountered and are currently encountering forms of discrimination within various institutions. These additions include personal experiences and suggestions regarding the barriers to diversification and implications of the lack of diversity at higher educational institutions. Given the few diverse administrative or executive leaders in service today in higher education, these personal insights provide seldom-heard perspectives for both scholars and practitioners in the field of higher education. Findings: Limited diversity among faculty at higher educational institutions correlates with persistent underrepresentation and difficulty in finding candidates for leadership positions who are diverse, highly experienced, and highly ranked. This lack of diversity among leaders has negative implications like reduced access to mentor-ship, scholarship, and other promotional and networking opportunities for other faculty of color. While it is true that representation of faculty of color at certain U.S. colleges and programs has shown slight improvements in the last decade, nationwide statistics still demonstrate the persistence of this issue. Participants perceived that the White boys club found to some extent in nearly all higher educational institutions, consistently offers greater recognition, attention, and support for those who most resemble the norm and creates an adverse environment for minorities. However, in these findings and interviews, certain solutions for breaking through such barriers are revealed, suggesting progress is possible and gaining momentum at institutions nationwide. Recommendations for Practitioners: To recruit and sustain diverse members of the academic community, institutions should prioritize policies and procedures which allocate a fair share of responsibilities between faculty members and ensure equity in all forms of compensation. In addition, institutional leaders should foster a climate of mutual respect and understanding between members of the educational community to increase confidence of people of color and allow for fresh perspectives and creativity to flourish. Where policies for diversification exist but are not being applied, leaders have the responsibility to enforce and set the example for other members of the organization. Assimilation of diverse members occurs when leaders create an inclusive environment for various cultures and advocate for social and promotional opportunities for all members of the organization. Recommendations for Researchers: Significant research remains on understanding barriers to the preparation of faculty of color for leadership in higher education. While this research has provided first-hand qualitative perspectives from faculties of color, additional quantitative study is necessary to understand what significant differences in underrepresentation exist by race and ethnicity. Further research is also needed on the compound effects of race and gender due to the historic underrepresentation of women in leadership positions. At the institutional and departmental level, the study validates the need to look at both the implicit and explicit enforcement of policies regarding diversity in the workplace. Future Research: Higher education researchers may extend the findings of this study to explore how faculty of color have ascended to specific leadership roles within the academy such as department chair, academic dean, provost, and president.

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Reports on the topic "Commonwealth Senior Executive Service"

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Robertson, Randy E. The Senior Executive Service: A Looming Brain Drain"". Fort Belvoir, VA: Defense Technical Information Center, March 2001. http://dx.doi.org/10.21236/ada394517.

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