Presents a framework for analyzing key training resources during times of reduced funding. Recommends proactive approaches to assist public sector trainers with increasing efficiency during economic downturns. (SK)

Presents a framework for planning, designing, conducting, and implementing training program evaluations. Identifies pitfalls, evaluation criteria, resources, and constraints. (SK)

Discusses why public sector organizations should focus on developing employment websites to supplement recruiting activities. Presents a model of job surfer behavior that should be considered when designing a website. (Contains 48 notes and references.) (JOW)

A questionnaire on intrinsic/extrinsic rewards received 362 responses from 380 managers. Pay and security were greater motivators for private than for public sector managers. Recognition had higher motivating potential in the public sector. Both groups were motivated by achievement and advancement. (SK)

As the largest single employer in Los Angeles County and the largest county government in the nation, Los Angles County is heavily affected by demographic and workplace trends. Its unique diverse, multilingual population presents particular challenges in the preparation of a literate work force. (SK)

A survey of more than 725 federal, state, and local government agencies received a 30 percent response indicating that 52 percent provide preretirement education (considerably less than the private sector); public agencies emphasize financial more than psychosocial or physical issues; and public sector programs make little postretirement contact…

A survey of 192 managers and professionals in the Quebec public sector indicated that the absence or inadequacy of practices linked to career planning, development, and support, as well as lack of opportunity to play new roles and participate in work groups, accentuates the perception of career plateauing. (JOW)

The experience of a county government illustrates factors to consider in implementing online employment testing for job candidates: (1) selection of the appropriate Internet-based test; (2) passwords, timing, security, and technical difficulties; and (3) provisions for applicants who lack Internet access. (SK)

Responses from 96 of 105 employees in 2 public, 2 nonprofit, and 2 private organizations suggest that, if public sector motivation (higher need for public service, lower need for financial rewards) exists, it is difficult to quantify and its effect on employee behavior, attitudes, and goals is negligible. (SK)

Responses from 251 of 831 public sector administrators yielded no single idea or definition of work force diversity; 43.5% believed it was the same as equal employment opportunity/affirmative action, 40.5% thought it was different. Of individual characteristics of diversity, 94.9% selected race, 85.1% gender. Existing diversity programs were…

A psychological contract is a set of unwritten reciprocal expectations between trainee and training program. Public agency trainers must establish and manage psychological contracts through clearly defined objectives and development of a learning climate that leads to effective training. (SK)

Kolb's Experiential Learning Model suggests that people differ in how they perceive and process information. Public agency training should incorporate knowledge of brain hemisphere dominance and learning style preferences in training design. (SK)

A comparison of 47 public- and 170 private-sector workers revealed private-sector workers value good wages most and public-sector workers value interesting work. Results suggest that employers must keep in touch with employee values to design jobs, reward systems, and human-resource policies that will result in maximum job satisfaction. (JOW)

The liability of government and nonprofit organizations for failure to train employees has increased. Nonexistent training policies may be seen as deliberate indifference. Public sector administrators should assess the current state of training and establish effective policies. (SK)

Review of case law in educational administration, hospitals, correctional institutions, and the military shows that, when risk of AIDS transmission is high, courts will support public sector administrators' decisions. Low risk means such decisions as mandatory blood testing will usually be struck down. (SK)