98 7

98 7

1980 98 6

1980 OECD

1

2 8 3 4 5

6 87 94 1 2008 2 3 3

4 1 2 1 2003 2007 2

1 12 2 3

1. 1 A. B. C. D. E. 2 A. B.

A. 3 1.5 B. C. 4 A. 5 A.

6 A. B. (Assessment Center) 2. 1 A. B. 12 C. D.

E. F. 2 A. B. C. D. 3 A. B. C.

4 A. B. C. 5 A. B. 3. 1 A. B.

2 C. 4. 1 A. B. D. 3 2 3 3%

5. 1 A. B. 12 C. D. 2 A. B. C.

1. 1 A. B. C. 2

1 2 3 A. B. 60 2. 4 3. 1

2 A. B. 4. 1 A. B.

1980 OECD 1969 Peter F. Drucker The Age of Discontinuity 2006 286 1969 1980

quiet crisis Kettl and DiIulio, 1994: 13 1990 globalization NGOs sub-national governments governing capacity WEF 10 8 2008 134 17 3 5 post-material age

Pierre and Peters, 2000: 65-66 1980 OECD OECD OECD, 1996: 9 IMD

OECD 1995 1980 OECD 1 2 3 4 OECD, 1995:53-54 1980 Headry and Pettigrew, 1990:17-18 1979 5 Margaret Thatcher Zifcak, 1994; 1998 John Major 1990 11 1990

unified 1997 Chapman, 1997:33 1993 Career Management and Succession Planing, 1993 Investors in People, 1994 The Civil Service: Continuity and Change, 1994 The Civil Service: Taking Forward Continuity and Change, 1995 Development and Training for Civil Servants: A Framework for Action, 1996 18 1997 Tony Blair Modernizing government Joined-up government Perri 6 1997 Demos Holistic Government Perri 6 1980

6, 1997; 6 et al., 1999; 2003: 3-6 1993 divided government D. F. Kettl 1 2 3 4 Office of Personnel Management Kettl, 1998 National Performance Review, NPR Reinventing Government 1 2 3 4 5

6 7 8 2001 8 President s Management Agenda 2007 B. Guy Peters 2002 1980 1990 1990 coordination and coherence accountability reregulation B. Guy Peters the second round of reformpeters, 2002 1980 1990 1980 1990 B. Guy

Peters Peters, 2001 Peters, 2002: 41-45 1980

empowerment

1980 1980 1990 radical change

1990 B. Guy Peters Peters, 2002: 45 Peters, 2002: 45-49 Sylvia Horton Better government Horton,1999 160

2002 9 Corporate Development Group 1999 Wilson performance Delivery Teamwork CDG Modernizing People Management ex ante ex post

assessment criteria

1980 1980 1990 1990 1980 1979 2006 1 2 3 4 5

career-based position-based 1980

1980 1 2 3 4 5 6 7 1980

120 25 20.83% 120 18 15% 2005

3 5 2 4 6 8 1997 2007 99.9% 100% 96.39% 96.76%

9 11 4 general fast stream government communication headquarters, GCHQ secret intelligence service 6 5 http://www.faststream.gov.uk 2003 4 1 Capita Parity 2003 9 2004 2004 25,000 qualifying test 8,600 2004 507 12 18 3 4 7 grade 7 7 http://www.faststream.gov.uk

3800 20 2004 42 Cabinet Office, 2005: 3 10 Office of Civil Service Commissioners 2005: 52-54 competence Cabinet Office, 2005 skill set delivery skills intellectual capacity interpersonal skills building productive relationship communication with impact

1 Civil Service Fast Stream, 2005: 10. focusing on delivery giving purpose and direction making a personal impact (

) 2 % 20 50 20 10 29 57 14 57 0 14 29 (2005)

A. B. C. D. A 1 2 3 4 5 8

87 94 1 6 7 8

85 work sample tests, 0.54 structured interviews, 0.51 mental ability tests, 0.51 0.45 unstructured interviews, 0.38 biographical data measures, 0.35 reference checks, 0.26 0.18Schmidt and Hunter, 1998: 265) assessment center

87 2006 20 21

1 1998 2005 2 3 USAJobs

1.5

1990 3

HRD 61

2003 2007 OECD 2005 OCED

3% 3

12 12

12

good governance Al Gore 2000 human capital

3 1. 2. 3. 4. 5. 6. (Assessment Center) 7. 8. 1. 2. 3. 4. 5. 1. 2. 1. 2. 3% 1. 2. 3.

(2007) 257 12-23 (1997) 122 50-66 (1998) 9: 329-362 (2003) 37: 112-130 (2003) TASPAA (2005) 42: 18-43 (2005) 1, 3: 35-61 (2007) 37, 4: 635-679 (1998) 28 3 101-150 (2005) 47-88

(2001) (2007) 259 11-18 Drucker, Peter F. (2006) Cabinet Office. (2005). Fast Stream in-service: A guide for applicants. London: Cabinet Office. Chapman, R. A. (1997). The end of the British civil service. In P. Barberis (ed.), The Civil Service in an Era of Change, pp. 23-37. Aldershot: Dartmouth. Kettl, D. F. & DiIulio, J. J. (1994). Reinventing Government? Appraising the National Performance Review. Washington, DC: Brookings. Headry, C. & Pettigrew, A. (1990). Human resource management: An agenda for the 1990s. International Journal of Human Resource Management, 1, 1:17-44. OECD. (1995). Government in Transition: Public Management Reform in OECD countries. Paris, France: OECD. OECD. (1996). Integrating People Management into Public Service Reform. Paris, France: OECD.

OECD. (2004). Trends on Human Resources Management Policies in OECD Countries: An Analysis of the OECD Survey on Strategic Human Resources Management. Paris, France: OECD. Peters, B. Guy, (2002). Administrative Reform and Public Personnel Management, in C. Ban & N. M. Riccucci (eds.), Public Personnel Management: Current Concerns, Future Challenges. (3 rd ), New York, NY: Longman. Pierre, Jon & Peters B. Guy. (2000). Governance, Politics and the State. London, UK: MacMillan. Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 24, 2: 262-274. Zifcak, S., (1994). New Managerialism: Administrative Reform in Whitehall and Canberra. Buckingham: Open University Press. 6, Perri, (1997). Holistic government. London, UK: Demos. 6, Perri, Leat, D., Seltzer, K. B. & Stoker, G., (1999). Governing in the round: Strategies for holistic government. London, UK: Demos. 6, Perri, Leat, D., Seltzer, K. B. & Stoker, G., (2002). Towards Holistic Governance: The New Reform Agenda. New York, NY: Palgrave. http://www.faststream.gov.uk http://www.careers.civil-service.gov.uk