James R. Thompson

Measuring the Quality of Management in Federal Agencies

Submitted by on Wed, 05/06/2020 - 10:00

How well are federal agencies managed?  Currently, no commonly accepted framework exists to assess the quality of agency management. In this special report, University of Illinois—Chicago authors James Thompson and Alejandra Medina take on this question.

James R. Thompson

Submitted by on Tue, 03/27/2018 - 15:57

James Thompson is Associate Professor in the Department of Public Administration at the University of Illinois – Chicago. Dr. Thompson’s primary research interests are in the areas of human resource management, the civil service and organizational change in the public sector. Publications include, “Value Shifts in Public Sector Human Resource Management” (2017), “Leadership and Transformation of a Major Institution: Charles Rossotti at the U.S. Internal Revenue Service” (2006), and, “The Federal Civil Service: Demise of an Institution,” (2006). Dr.

Federated Human Resource Management in the Federal Government: The Intelligence Community Model

Submitted by on Thu, 03/12/2009 - 20:00

The Intelligence Community developed a "federated" approach to its human capital system under the authority of the Intelligence Reform and Terrorism Prevention Act of 2004. This approach effectively balances the needs of the community with those of individual agencies. Unlike the traditional top-down approaches to policy development, the Office of the Director of National Intelligence worked closely with each of the 17 components of the Intelligence Community to agree upon a new human resource management framework.

Designing and Implementing Performance-Oriented Payband Systems

Submitted by on Thu, 03/12/2009 - 20:00

According to Professor Thompson, there is widespread agreement among those who have examined compensation practices in the federal government that the approach embodied by the traditional General Schedule is obsolete. A common complaint is that the system is too rigid and that the 15-grade structure induces excessive attention to minor distinctions in duties and responsibilities. Another concern is that pay increases are granted largely on the basis of longevity rather than performance.

The Blended Workforce: Maximizing Agility Through Nonstandard Work Arrangements

Submitted by on Thu, 03/12/2009 - 20:00

This report examines the current use of nonstandard work arrangements in the federal government (such as part time, seasonal, on call and temporary help), and determines whether opportunities for expanded use exist. Three government case studies are conducted for this research, which include Naval Research/Naval Research Laboratory, the National Aeronautics and Space Administration Glenn Research Center, and the Transportation Security Administration.

Modernizing Human Resources at the Internal Revenue Service

Submitted by on Thu, 03/12/2009 - 20:00

This project describes the many human resource innovations that have taken place in the Internal Revenue Service over the past five years. Organizational human resource innovations include splitting the personnel function in IRS into three parts: the Office of Strategic Human Resource Management, agency-wide Shared Services, and "embedded" human resource units in each of the major operating divisions. This project also describes the use of broadbanding at the IRS.

Associate Professor, Department of Public Administration, College of Urban Planning and Public Affairs
University of Illinois Chicago
400 South Peoria Street
Chicago, IL 60607
United States
(312) 355-0304

jthomp@uic.edu

James Thompson is Associate Professor in the Department of Public Administration at the University of Illinois – Chicago. Dr. Thompson’s primary research interests are in the areas of human resource management, the civil service and organizational change in the public sector. Publications include, “Value Shifts in Public Sector Human Resource Management” (2017), “Leadership and Transformation of a Major Institution: Charles Rossotti at the U.S. Internal Revenue Service” (2006), and, “The Federal Civil Service: Demise of an Institution,” (2006). Dr. Thompson has authored or co-authored several reports for the IBM Center for the Business of Government including, “Modernizing Human Resource Management in the Federal Government: The IRS Model” (2003), “Federated Human Resource Management in the Federal Government: The Intelligence Community Model” (with Rob Seidner) (2009) and, “Designing and Implementing Performance-Oriented Payband Systems” (2007). Dr. Thompson received his Ph.D. from the Maxwell School at Syracuse University in 1996.