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This paper presents the new methodology for gathering comparable data on public employment and the resulting data. A further comparison is made between employment data in government and the costs of production of services of the public domain.
The review of human resource management in Belgian government is the first country review of its kind to be carried out by the OECD. The report compares the policies and practices of Belgium with those in other OECD countries, as well as those across different governments in Belgium.
An ageing population creates immediate pressures for changes in both service delivery and in human resources management in government. This report reviews strategies to address these pressing issues and provides a snapshot of ageing policies and actions in nine OECD countries.
English, , 468kb
This report contains recommendations for a further development of the pay setting arrangements in the central government sector in the Netherlands.
Ukrainian, , 739kb
Реальні механізми управління мають одну річ, характерну для всіх країн ОЕСР — це державна служба. Іншими словами, йдеться про централізовану бюрократичну структуру, яка складається з людей, що працюють у міністерствах та інших державних установах з метою реалізації планів уряду. Поширеною є думка, що державна служба відрізняється від інших видів праці, отже, потребує спе' ціальної системи найму.Державна служба традиційно пропонувала
This book takes stock of the past two decades of public sector modernisation in OECD countries. It identifies levers for reform to modernise the public sector and defines different policy paths with the common objectives of making the public sector more responsive, transparent, and efficient.
Governance is the next issue the People’s Republic of China needs to tackle. This report shows how governance impacts on public action by looking at different policy sectors, takes stock of the progress made in public management and public finance, and explores policy options for the future.
English, , 43kb
Glossary of performance-related pay terms.
English, , 191kb
Over the past two decades, governments battling budget pressures and public perceptions of civil servants as under-worked and overpaid have been seeking ways to make the public service perform better. Alongside government re-organisation and privatisation of services such as telecommunications and water, governments have been modernising the management of their civil servants.
The question of how to reward civil servants has remained
Organised as part of the 28th Session of the Public Management Committee, the Symposium on The New Public Executive enabled Committee members to discuss how governments can met the challenges of acquiring, forming and motivating the next generation of senior managers.