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A regression analysis of the cross-sectional 1989 Merit Principles Survey ( MPS) of Federal employees (U.S. MSPB 1990) examines employee assessment of their supervisor. Job and work characteristic attitudes (along with demographic controls) are analyzed. Analysis eliminated were extraneous control factors related to age, years of service, education, paygrade, supervisory status and gender. Among the job-specific and organizational work characteristics, employees clearly distinguished those items over which supervisors exercised some degree of control from those that were deemed beyond their grasp. The performance appraisal process and the duties of protecting the merit system from prohibited practices are crucial. More general notions of job satisfaction and, especially, intrinsic motivation are also seen as related to supervisory responsibilities.

The Senior Executive Service, created by the 1978 Civil Service Reform Act, envisioned a more dynamic, entrepreneurial federal government. The federal government implemented recognition and pay-for-performance objectives to guide this transformation. Using data from the 1989 Merit Principles Survey, this study examines the attitudes that SESer's hold on its success. While those exhibiting higher levels of extrinsic motivation and more acceptance of performance appraisal judge CSRA somewhat more successful, neither intrinsic motivation nor job satisfaction apparently affects these views. Nor do those deemed "high fliers" among SES members exhibit strong attitudes on CSRA success.

This study surveys general factors essential to effective performance appraisal (related to the employment of performance standards and employee participation in their construction), examines specific types of appraisal systems (graphic rating scales, forced-choice, paired-comparison, behaviorally anchored rating scales, and appraisal-by-objectives), and explores system add-on options (critical incident, appraisal interview, self-appraisal, interim appraisals, and special management appraisals) that enhance the effectiveness of appraisal. These are examined vis-à-vis the purposes to which performance appraisals are put (training, reassignment, reinstatement, promotion, demotion, retention, dismissal, merit pay, and bonuses). General performance standards, specific appraisal types, or various productivity add-ons appear to be moderately linked (with Phi-statistics measured between .2 and .4) to their employment as aids in personnel decision making. Although we must note that these associations are not themselves causal evidence, these practices are indeed designed as aids for making personnel decisions. Their introduction into municipal performance appraisal is clearly tied to a willingness among those cities to employ those appraisals as aids in making substantive personnel decisions.

This study focuses on the extent to which modern personnel practices are used in North Carolina municipal governments. As such, it not only maps out the existence of these practices, but also the conditions and circumstances in which they occur. Recruitment and selection, compensation and benefits, employee rights and regulations, and performance appraisal practices are examined. In addition, the effect of city and organizational size and that of governmental structure (the presence of a professional manager) on these personnel practices is studied.

This study surveys grievance and discipline practices, focusing upon North Carolina municipal governments. Formal discipline procedures (including aspects of performance appraisal systems) and conflict resolution remedies (designed to prevent disciplinary problems) are examined. In addition, the effect of city and organizational size and that of governmental structure on these personnel practices are studied. In general, grievance and discipline practices are found in under two-thirds of the communities. However, usage does appear to increase both with municipal population and with the number of public employees. Similarly, they are more likely to be present in towns with professional managers. Conflict resolution efforts (suggestion systems, whistleblower protection, counseling, and drug and alcohol assistance) receive relatively little attention among North Carolina communities. Outside of the larger cities use is marginal at best. While manager led towns are likely to engage in such practices, this still represents but a small proportion of even those communities.