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This chapter examines the evolution and persistence of the marriage bar - the restriction on married women holding permanent employment - from its installation in certain Civil Service departments at the end of the nineteenth century to its demise just after the Second World War. It examines the ways in which the bar was defended and justified by official rhetoric in both the LCC and the Civil Service, and discusses how pervasive the bar was in determining attitudes of male officials towards women’s employment. The restriction on married women’s work was further bolstered by similar policies in large, private sector organisations and by cultural expectations around women’s roles in society. Although women’s organisations campaigned vociferously for the marriage bar’s demise, there were few victories and many other public service unions and associations (and their members) were ambivalent about the marriage bar’s future until the late 1930s. Finally, the chapter considers married women’s temporary work, something which was distinctly financially and operationally advantageous to public service employers.

This chapter analyses the case of pay for performance in the British Civil Service since the 1980s, which progressively moved from a 19th-century classified pay system (in which pay rises came either from promotion to a higher grade or from incremental progression on a given grade) to one in which a fifth or more of pay was obtained by discretionary bonuses. It is argued that the intended consequence or perhaps more correctly, anticipated consequence of performance-related pay — to improve the motivation of public servants — has proved elusive. When a policy is the result of decisions by many actors, it is not clear whose intentions were paramount. In contrast, the unintended or unanticipated consequence was that, although performance appears to have improved in several cases, it did so by other means than motivation. Notably, it came about because of the emergence of processes facilitating convergence between goal setting at the individual and organizational levels. These have supported a renegotiation of performance standards and priorities at the individual level.

This chapter discusses staffing, the men and women who make up the personnel or human resources of departments and agencies of the executive branch. It concentrates on the internal regulation of the civil service, with particular reference to the values of permanence, loyalty, honesty and integrity, impartiality, and selection (and promotion) on merit. It begins by recalling the legal basis of the regulation of the service. Then, it looks at who is involved in the contemporary regulation of the civil service, and in particular at the division of responsibility between the centre in the shape of the Cabinet Office and the Office of the Civil Service Commissioners, on the one hand, and departments and agencies, on the other. Next, it examines the central requirements that apply in respect of the recruitment of staff, before looking at the requirements that apply in respect of the conduct of civil servants (and of ministers in their dealings with civil servants).

Throughout the interwar years, equal pay for women public servants was continually marked as an issue for the government, rather than one for the Civil Service (and thereby other sections of the public service) to decide. This meant that a constant public dialogue took place in Parliament, the press and during the Royal Commission on the Civil Service (1929-1931) and that a multi-faceted defence of unequal pay was constantly mounted. The chapter tracks the ways in which arguments for equal pay were constructed and the ways in which unions and associations generally worked together to press the issue. It is argued that although tangible progress on the issue of equal pay was scarce, the ‘moral’ argument was largely won in the interwar years.

This chapter discusses the general principles of government administration and Civil Service in Germany. It begins with an overview of the administrative problems facing military government as well as the characteristics of the present-day administration. In particular, it considers the two features of the German administrative organization: the emergence of the Ministerial Council for the Defense of the Reich as supreme governmental authority, and the cropping up of numerous special commissioners, who are appointed whenever regular agencies fail or new urgent tasks arise. The chapter proceeds by assessing the fate of the German central agencies, the German Civil Service, and the problem of Civil Service replacements. It concludes with recommendations regarding the policy towards German agencies.

This chapter contributes to the diagnosis of factors militating against receptive learning by pursuing a case study of how factors relating to change in the Department of Communications, Marine, and Natural Resources of the Irish Civil Service were diagnosed, and how a change process was embedded through a strategic management initiative that commenced in 1992 and which is still ongoing. It argues that there is much for the church to learn from observation of the processes of strategic management within the Irish Civil Service.

The Treasury has been described as ‘the most political of departments’ in Britain. Treasury control of public expenditure involves participation in decisions as to which policies should be funded, and the Chancellor of the Exchequer has to decide how to raise taxes or loans to pay for them. In conjunction with the Bank of England, the Treasury is responsible for the soundness of the country's financial system. The Treasury moved from being a department of finance to being an economic ministry, with responsibility for managing the national economy. Finally, in addition to all these direct influences on policy, the Treasury was responsible for the size and efficiency of the Civil Service. The Treasury thus combined a range of functions that in other countries would have been divided between different departments. Consequently, the Treasury took a leading part in policy reviews within Whitehall on the country's future role in world affairs. The Treasury played a key role in enabling governments to establish priorities in relation to the economy, social services, defence, and international relations.

In the aftermath of the First World War, the Treasury collaborated, to a greater or lesser degree, with the Bank of England on monetary policy, and with the Foreign Office on reparations and war debts. Inflation in 1919–1920 generated political pressure, not only for a restoration of Treasury control over public expenditure but also for greater Treasury control over the Civil Service than had existed in 1914. The quest for major economies in public expenditure led the Treasury to play an active part in policy making, both with regard to defence and social services. The Treasury and the Bank of England conducted a conscious policy of deflation to restore control over the monetary system and to move towards restoration of the supposedly automatic gold standard. The Treasury was determined that the public sector should not crowd out productive private investment, and propounded the view that loan-financed public works would not reduce unemployment. Over the period 1919–1923, budgets were brought into balance largely by reducing public expenditure.

This chapter examines Indian Civil Service officers. Six of the judges were officers of the storied ICS — the elite civil service trained during the colonial years. They were S.K. Das, K.N. Wanchoo, K.C. Das Gupta, R. Dayal, Vaidyanthier Ramaswami, and V. Bhargava. Acceptance was extremely competitive and there was not a more prestigious position for an Indian. None had practised law but all brought decades of practical experience to the SCI, particularly in criminal law, an area in which few SCI judges could claim much experience. One of them, K.N. Wanchoo, served as CJI in 1967–8. The six served during the 1956–71 years. The ICS ended in 1947 and its successor, the Indian Administrative Service, has no ‘judicial side’.

Most US federal retirement plans are now fully funded, but since plan assets must legally be invested in federal securities, fund surpluses are used to reduce overall federal budget deficits. As a result, current taxpayers are not charged with the cost of future federal retirement obligations. Nevertheless, federal rules do require the employing federal agency to budget for current personnel’s accruing liability of retirement promises. Therefore, policy decisions regarding the number of federal civilian and military personnel and the design of their retirement benefits may be made with a better understanding of the costs.

Dáil Éireann continued to function despite being suppressed by the British authorities, and maintained its claim to be the only legitimate State in Ireland. The experience of those men and women who made the Dáil function as a government from the assembly of the first Dáil to the surrender of the Dublin Castle is then addressed. The new civil service of north and south in Ireland would have to be carved out of the existing Irish administration through partition. It is noted that the partition of the civil service could only be done by that committee and that, therefore, in the absence of a representative of the southern government, it could not be established. The Civil Service Committee decided to move outside the strict letter of the 1920 Act and invite applications from any civil servant serving in Ireland, whether in an Irish or an imperial department.

This chapter focuses on changes in the Reich government, beginning with the appointment of Heinrich Himmler as head of the Ministry of Interior. Himmler's appointment reflected growing internal difficulties and the determination of the regime to go to the limit in applying the totalitarian terror. The opposition would now be ferreted out and destroyed even more ruthlessly than before. As far as the underground movement was concerned, this would mean little change. The increase in Himmler's powers seemed to be primarily directed against the “conservative” groups in the Civil Service, against opposition among the middle classes and intellectuals, and against those business circles which may be inclined to favor an understanding with the Western Powers. The chapter discusses the state and party positions now held by Himmler, his role in implementing Nazi Germany's Eastern policy, and changes in the Reich Labor Service and in the Protectorate.

France began to incorporate management-consulting knowledge a lot later than Britain and Canada did. The state adopted the 1989 policy on the Renewal of Civil Service that prioritized human resource management, responsabilisation or accountability, programme evaluation, and service delivery. The techniques and ideas used to attain these priorities were associated with new managerialism in terms of including decentralized budgetary techniques, programme evaluation, techniques for setting standards and improving public services quality, and the shift of the relationships between administrative units from hierarchy to contract. Managerialist ideas in France are generally less influential because of the underlying bureaucratic reform policy ideas that emphasize the public aspect of state administration.

The First World War had a threefold effect on the Treasury: the functions of the department were extended on the finance side; Treasury control over public expenditure and establishments was greatly weakened in all aspects of government related to the war; and, there was strong political pressure after the war to make Treasury control over both expenditure and Civil Service establishments more effective in future. There is plenty of scope for argument as to the relative merits of the different approaches to war finance of Lloyd George on the one hand, and Reginald McKenna and the official Treasury on the other. The conduct of war finance enabled some Treasury officials to acquire greater competence in technical aspects of financial policy and greater confidence in dealing with the Bank of England. Treasury control of Whitehall was weakened for the duration of the war, but waste and extravagance on the part of uncoordinated spending departments led to political pressure for a restoration of Treasury control of expenditure and for an extension of Treasury control over the Civil Service.

This chapter focuses on the influence that the Black Power movement and rise of employment discrimination litigation had on the Vulcan Society and Black firefighters across the country. The dialectical relationships between the civil rights and Black Power movements and the Vulcan Society’s old and new guard eventually transformed the organization and its objectives and helped facilitate the IABPFF, a national Black caucus group formed to combat discrimination and increase Black representation in — and community control of — urban fire departments. Both the IABPFF and the Vulcan Society embraced “separatism without separation,” and used their “outsider status within a white-dominated institution,” as well as shifts in employment discrimination case law, to “reveal the inner workings of institutional racism” within the FDNY and urban fire departments more generally. This shift was instrumental in the fight to establish legal remedies to address institutionalized racism and its impact on the racial composition of urban fire departments and became the primary method used by the Vulcan Society and the IABPFF and its local affiliates to make fire departments more representative of and responsive to the people and communities they served