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dc.contributor.authorBrook, Douglas A.
dc.contributor.authorKing, Cynthia L.
dc.date2007
dc.date.accessioned2014-01-09T22:19:50Z
dc.date.available2014-01-09T22:19:50Z
dc.date.issued2007
dc.identifier.urihttp://hdl.handle.net/10945/38081
dc.descriptionPublic Administration Review, May-June 2007en_US
dc.descriptionCenter for Defense Management Research (CDMR)en_US
dc.description.abstractThe events of 9/11 have influenced policy making in public administration. The Homeland Security Act of 2002, which created the Department of Homeland Se- curity, contained language that empowered the secretary of homeland security and the director of the Office of Personnel Management to establish a personnel manage- ment system outside the normal provisions of the federal civil service. Why did civil service reform succeed as part of this legislation when previous attempts at large-scale reform had failed? A case analysis of the enactment of civil service reform in the Homeland Security Act points to theories of policy emergence and certain models of presidential and congressional policy making. In this case, civil service reform became associated with national security instead of management reform. An assessment of the rhetorical arguments used to frame this policy image offers a powerful explanation for the adoption of the personnel management reforms in the Homeland Security Act. This case has implications for understanding how policy makers might approach future management reform agendas.en_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.en_US
dc.titleCivil Service Reform as National Security: The Homeland Security Act of 2002 (Administrative Case Study)en_US
dc.typeArticleen_US
dc.contributor.departmentGraduate School of Business & Public Policy (GSBPP)
dc.subject.authorPersonnel Management Reformen_US


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