uchasworkforcedemographics,technology,andprivatization,aswellaserodingtrustingovernmentinstitutionshavedrasticallyalteredtheenvironmentofgovernmentservice.Accordingly,traditionalhumanresource(HR)managementapproachesnolongerwork.TheHRsupplyanddemandproblemmustbeaddressedatmultiplelevels.Educatingpeopleaboutgovernmentservice,raisingtheimageofgovernmentworkers,providingcompetentandreliableleadershipiivilservice,thesecondCommissionisfacingwhatcanonlybecalledanimminentcatastrophe.”Scholarsandpractitionersalikehavebeenprojectingseriousshortagesinqualifiedworkforceinfederalgovernment(Light,；Voinovich,；Walker,).Thesetrendsinpublicservicepartlyreflectthegenerationalshiftinattitudestowardgovernmentitself.Theyoungergenerationtendsnottochoosepublicservicecareersbecauseofthenegativereputationofgovernment‟shiringprocess,lackofchallengingwork,anditssystemofrewards.TheseconcernsledtheGeneralAccountingOffice(GAO)toaddhumanresourcesmanagementtothegovernmentwide“high-risklist”offederalactivitiesin.Similarly,inspectorsgeneralatninemajoragencieshavelistedworkforceproblemsamongthetoptenmostseriousmanagementchallengesthattheiragenciesface(GeneralAccountingOffice[GAO],).Thefederalgovernment‟shumanresourcecrisisthreatensitsabilitytoservethepublicwellandmeettheexpectationsoftheAmericanpeople.Federalagenciesmustrespondbypublicizingjobopportunitiesmoreaggressively,includingofferingyoungerworkersinterestingandchallengingworkandthepotentialforadvancement.Light()arguesthatastrongcivilservicehasfivecharacteristics:itis()motivatedbythechancetoaccomplishsomethingworthwhileonbehalfofthecountry,()recruitedfromthetopofthelabormarket,()giventoolsandorganizationalcapacitytosucceed,()rewardedforajobwelldone,and()respectedbythepeopleandleadersitserves.However,Lightalsopointoutthat“byallfivemeasures,thefederalservicehaslostgroundsinceSeptember”(p.).Thisarticleexaminesthecontextandnatureoftheimpendingworkforcecrisisinfederalgovernmentanddiscussesvariousareasofchangethatmustbeaddressedtoavertthecrisisor,atleast,minimizeitsimpact.Theissuesrelatedtorecruitinganddevelopingpublicsectorhumanresourcesinthetwenty-firstcenturynotonlyrequireconsiderationofthetraditionalremediessuchascivilservicereform,politicalsupport,andmoremanagerialflexibility,butalso,considerationofthechangingnatureofpublicservice(Light,)andtheworldofworkacrossallsectors(Spiegel,).Manyexternalandinternalorganizationalforcessuchasworkforcedemographics,technology,andprivatization,aswellaserodingtrustingovernmentinstitutionshavedrasticallyalteredtheenvironmentofgovernmentservice.Accordingly,traditionalhumanresource(HR)managementapproachesnolongerwork.TheHRsupplyanddemandproblemmustbeaddressedatmultiplelevels.Educatingpeopleaboutgovernmentservice,raisingtheimageofgovernmentworkers,providingcompetentandreliableleadershipi末这种办法突出反映了反政府价值。主张这一做法批评公共部门人力资源管理作为规则约束，灵活推动下，法律任务，回避风险，并限制了管理人员。他们认为，没有人力资源管理之间联系和组织使命，并建议消除内部人力资源部门和将它大部分职能外包。第二项建议要求提高职业公务员补偿，地位和责任。这种做法强调联邦政府人力资源管理中强有力监督作用，以美国人事管理办公室维护优点原则，并确保一致性。主张这种做法价值体现在人力资源专业知识专业人员和工作人员政策一致性，以及其必要性和重要性，符合法律法规任务。这种方法是根据传统原则优点，就是工作人员做法基于知识，技能和能力，公平和社会公平。第三项建议认为，现代人力资源管理本质是人力资源规划。这一战略建议，联邦机构人力资源活动，应当遵循长期规划，而不是短期问题。这种做法重要性，主张查明和连接现在和未来能力成果中确定一个组织战略计划。这包括采取清单是可以在目前劳动力和所需要，以及如何缩小这一差距。斯皮格（）认为，工作场所过渡有两个主要促进因素。技术变化刺激工作需求方面，需要做些什么，以何种形式做。人口和社会变化，从供应方面看，影响种提供给工人作用和承担工作性质及其与各机构工作。信息技术，以及增长知识和全球竞争创造了无边界组织，消除中介了组织和权力分配。在这种环境下，一个组织获取或创造知识能力已成为其生存一个重要要求。然而，实现这一目标往往是困难，因为组织往往复制过去做法，面临着新刺激，让他们过去成功，以抑制其未来选择（玛奇，西蒙，）。因此，在面对新挑战时，联邦政府必须重新定位其人力资源问题，而不是仅仅依靠过去方式来解决目前危机。重建公共服务理论研究人员长期研究公共服务动机特点和它是如何影响公共输出质量和内容。佩里和怀斯（）认为，公共服务动机分为三个类别：理性，规范和感性。理性动机参与行动植根于个人愿望，最大限度地发挥效用。规范为基础动机是指所努力使产生行动符合规范。情感动机涉及到行为触发，是植根于不同社会背景做出情绪反应。公共服务动机是很少用最大化效用来界定，但是，公共服务道德可以用理性动机来规范，如参与政策制定过程，或公共项目承诺。还可以带动公共服务情感动机，如个人身份与程序基于个人信念及其社会意义，服务于社会，或爱国主义，这带来了愿意为他人牺牲。公共服务道德行为具有重大影响。个人公共服务动机程度和类型影响他或她就业选择和工作表现。公共组织吸引更多高层次公共服务动机成员很可能会越来越少地依赖于个人业绩有效管理功利奖励。米理科和史密斯（）认为，在环境，政府应出售公民公共服务，“美国人事管理办公室应带头公开运动，旨在向公众宣传„和利用在该国爱国情怀。”在目前巨大风险趋势下对待公共服务像民营企业是它没有承认独特动机和公共部门就业之间重要联系方式，机构运作和提高社会和民主价值观。十多年前，沃尔克委员会还建议加强公共服务职业道德，以改善公共服务。建议在媒体和学校公共教育中发起一个运动，并重申职业队伍绩优原则，专业性，和公共服务导向。结论用金说法，问题是由公众决策者通过系统指标所提出。但是指标并不总能使问题变得和清楚，也经常需要一些推动来获得公众决策者注意。这个推动通常是通过一个集中事件如一个危机或目前项目运作反馈来实现。这种反馈为决策者提供了与项目是否正在按计划进行、执行是否符合法律规定或者任何意外后果可能会出现所相关信息。危机和其他重点事件可以通过对一个问题先前存在看法得到加强。有时候主题变成了突出议程项目，部分原因是因为重要决策者拥有个人经验使得主题受到他们关注。所有这些因素都有助于提醒人们注意上文所讨论当前人力资本危机。根据金年所提出，当问题、政策和政治都聚集在一个关键时刻时，我们必须采取行动增加某些项目被提上议事日程机会。金将这定义为开放“政策窗口”。政策窗口对于提议倡导者来说是一个机会，可以推动他们解决方案，并且提请注意他们具体问题。倡导者需要“软化系统，在窗口打开之前制定一个给定提议，讨论、修改并准备好”。既然人力资源管理危机已经在决策者议程上找到了一席之地，联邦机构必须有自己改革建议，并随时准备在问题、政治和政策聚集起来时候抓住机会。这样，当问题流和政策流、政治流聚集起来时候，机构可以依赖于布什政府和国会优先权继续改善人力资源管理，或者套用金理论。沃克（）认为在GAO高风险名单中人力资源管理方向将为变化提供奖励：历史已经证明，当一些事物在高风险名单中出现时，通常采取措施如下„„成功地处理人本资源危机并授权联邦雇员并不会快速出现。没有单一立法或行政命令可以实现这些目标。这项工作要取得成功，就必须得到国会、职业经理和在第一线雇员接受。最重要是，它必须被下一届总统、下届政府高层领导者以及将被任命为部门和构最高管理机构人员所接受。如果没有所有这些利益相关者持续支持，这方面努力将无法达到。ivilservice,thesecondCommissionisfacingwhatcanonlybecalledanimminentcatastrophe.”Scholarsandpractitionersalikehavebeenprojectingseriousshortagesinqualifiedworkforceinfederalgovernment(Light,；Voinovich,；Walker,).Thesetrendsinpublicservicepartlyreflectthegenerationalshiftinattitudestowardgovernmentitself.TheyoungergenerationtendsnottochoosepublicservicecareersbecauseofthenegativereputationofgovernmeFromCrisistoOpportunity:HumanResourceChallengesforthePublicSectorintheTwenty-FirstCenturyViduSoniCentralMichiganUniversityAbstractAgreatdealofattentionhasbeenfocusedonthehumancapitalcrisisinthepublicsectorsincethemid-s.Expertsandpractitionersgivemanyreasonswhythecurrentcrisisemerged.Thisarticleexaminestheimportantfactorsthatledtothecrisis,whatisbeingdoneaboutthemthroughpresidentialagendas,legislators,oversightagencies,professionalsocieties,andpublicpolicythinktanks.Concernsaremanyintermsofalargenumberofupcomingretirements,earlyretirements,unplanneddownsizing,difficultyinattractingnewgenerationstopublicservice,andthechangingnatureofpublicservice.However,thehumanresourcecrisisalsopresentsanopportunitytofundamentallychangethosefeaturesofpublicsectorhumanresourcemanagementpracticesthathavebecomeoutdatedforcontemporaryorganizationsandpositiongovernmentagenciesforthetwenty-firstcenturybymeaningfullyreformingthecivilservice.Thistransformationwouldrequirepublicsectororganizationstotakeamorestrategicviewofhumanresourcemanagementandtogivegreaterpolicyattentiontohumancapitalissues.IntroductionIn,theNationalCommissiononthePublicService(commonlyreferredtoastheVolckerCommission)issuedareportonthestateofpublicservicecharacterizingitasa“quietcrisis,”whichreferredtotheslowweakeningofthepublicserviceinthesands.Thisperiodwasmarkedbylossofpublicconfidenceinitselectedandappointedofficials,heightenedbureaucratbashingbythemediaandpoliticalcandidates,andadistressedcivilservice.Fordifferentreasons,thequietcrisisofearlierdecadescontinuedthroughthesandispresenttoday.Thecurrentcrisisisbuildingaslargenumbersofgovernmentworkersareexpectedtoretireinthecomingyearsandnotenoughyoungerpeopleareinthepipelineforgovernmentjobs.Addingtothecrisisisunderstaffedgovernmentagencies,askillsimbalance,andalackofwell-trainedsupervisorsandseniorleaders.TheseconcernsarereinforcedbyapreliminaryreportofthesecondNationalCommissiononPublicService(Light,),whichpaintsamoredirepictureandforeshadowsamorepronouncedcrisis.Lightcontendsthat“theUnitedStatescannotwinthewaronterrorismorrebuildhomelandsecuritywithoutafullydedicatedfederalcivilservice”(p.).MillickandSmith(,p.)haveasimilarreactionwhentheystate“whilethefirstNationalCommissiononPublicServicereferredtoa„quietcrisis‟inthecivilservice,thesecondCommissionisfacingwhatcanonlybecalledanimminentcatastrophe.”Scholarsandpractitionersalikehavebeenprojectingseriousshortagesinqualifiedworkforceinfederalgovernment(Light,；Voinovich,；Walker,).Thesetrendsinpublicservicepartlyreflectthegenerationalshiftinattitudestowardgovernmentitself.Theyoungergenerationtendsnottochoosepublicservicecareersbecauseofthenegativereputationofgovernment‟shiringprocess,lackofchallengingwork,anditssystemofrewards.TheseconcernsledtheGeneralAccountingOffice(GAO)toaddhumanresourcesmanagementtothegovernmentwide“high-risklist”offederalactivitiesin.Similarly,inspectorsgeneralatninemajoragencieshavelistedworkforceproblemsamongthetoptenmostseriousmanagementchallengesthattheiragenciesface(GeneralAccountingOffice[GAO],).Thefederalgovernment‟shumanresourcecrisisthreatensitsabilitytoservethepublicwellandmeettheexpectationsoftheAmericanpeople.Federalagenciesmustrespondbypublicizingjobopportunitiesmoreaggressively,includingofferingyoungerworkersinterestingandchallengingworkandthepotentialforadvancement.Light()arguesthatastrongcivilservicehasfivecharacteristics:itis()motivatedbythechancetoaccomplishsomethingworthwhileonbehalfofthecountry,()recruitedfromthetopofthelabormarket,()giventoolsandorganizationalcapacitytosucceed,()rewardedforajobwelldone,and()respectedbythepeopleandleadersitserves.However,Lightalsopointoutthat“byallfivemeasures,thefederalservicehaslostgroundsinceSeptember”(p.).Thisarticleexaminesthecontextandnatureoftheimpendingworkforcecrisisinfederalgovernmentanddiscussesvariousareasofchangethatmustbeaddressedtoavertthecrisisor,atleast,minimizeitsimpact.Theis        FromCrisistoOpportunity:HumanResourceChallengesforthePublicSectorintheTwenty-FirstCenturyViduSoniCentralMichiganUniversityAbstractAgreatdealofattentionhasbeenfocusedonthehumancapitalcrisisinthepublicsectorsincethemid-1990s.Expertsandpractitionersgivemanyreasonswhythecurrentcrisisemerged.Thisarticleexaminestheimportantfactorsthatledtothecrisis,whatisb

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