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There is a long history of conflict between states and Indian tribes. In recent years, considerable progress has been made in reducing this conflict in some areas, but service delivery remains an issue of growing tension. Since the 1990s the federal government has reduced funding for some Indian programs; funding has increased in a few programs but has not kept up with increases in demand. As a result, tribes are forced to rely ever more on state and local services to make up the difference. These new demands come at a time when many states are dealing with tight budgets. Some states have resisted this growing need for their services, despite the fact that Indians living on reservations are entitled to all the same services and benefits as any other citizen of a state. These disagreements are an important part of the very complex and convoluted relationship between states and tribes.This necessity for state and local service delivery on Indian reservations is having a dramatic impact on the American federalist system and changing the relationship between state, local, and tribal governments. There are 562 federally recognized Indian tribes, with 55.7 million acres of Indian trust land. Clearly, Indian tribes are an important part of the federalist system. The delivery of services to Indian people, especially those living on trust land, is a critical aspect of that system. Changes in both the demand and the delivery of state services have engendered considerable political conflict.

Jordanian policymakers rely on trained supervisors to lead organizational change in public administration. The impact of training, however, remains weak unless trainees apply what they have learned (training transfer). In order to assess training transfer, the present study validates a Classic Arabic version of the Learning Transfer System Inventory (CALTSI). The instrument was administered to a random sample of 500 supervisors. Exploratory factor analysis with oblique factor rotation validates 15 of the original 16 factors of the LTSI and explains about 65% of the common variance. These findings and their implications are discussed. (Contains 4 tables and 1 figure.)

While most city governments in the United States acknowledge the importance of clean and healthy natural environment, their commitment to environmental sustainability varies widely. Scholarship on why some cities pursue the environmental agenda more than others is still evolving. This research adds to the model of municipal sustainability adoption by showing negative effects of residents' political conservatism and positive effects of environmentally conscious neighboring cities on local sustainability action. The analysis of data for government finances and employment over the Great Recession also shows that commitment to sustainability was not associated with any distinct patterns in spending, debt or employment. Taken together, these findings point at a non-neutral role of social factors in sustainability transitions and suggest that cities pursuing the environmental mission can withstand tough economic times without substantial performance tradeoffs. [ABSTRACT FROM AUTHOR]

Over a decade ago, Hays and Kearney published results from a survey of human resource managers who were members of the International Personnel Management Association and the Section on Personnel and Labor Relations of the American Society for Public Administration. This survey solicited members' opinions regarding the present and anticipated status of public personnel systems at that time. Our survey solicits the opinions of human resource management (HRM) professionals at the local government level a decade later to determine the importance of these same functions and activities to the practice of HRM today. Survey respondents are also requested to project the importance of these same concepts in 2019. This analysis shows that while the reinvention movement has generated several changes in the field of public HRM, many of the traditional functions and activities continue to remain as important at the local level of government. Keywords: Public Administration, Bureaucracy, Human Resource Management, Reinvention Movement, Local Government, Public Employee Staffing. Hace mas de una decada, Hays y Kearney publicaron los resultados de una encuesta de directores de recursos humanos que eran miembros del International Personnel Management Association y del Section on Personnel and Labor Relations of the American Society for Public Administration. Esta encuesta solicito la opinion de los miembros acerca del estado presente y previsto de los sistemas de personal publico de la epoca. Una decada mas tarde, nuestra encuesta pide la opinion de directores de recursos humanos profesionales a un nivel de gobierno local para determinar la importancia de esas mismas funciones y actividades de manejo de recursos humanos en la actualidad. Tambien se le pidio a los participantes proyectar la importancia de estos mismos conceptos para el ano 2019. Este analisis muestra que mientras que el movimiento de reinvencion ha generado una gran cantidad de cambios en area de la administracion publica de recursos humanos, muchas de las funciones y actividades tradicionales continuan siendo igual de importantes a un nivel de gobierno local., Public sector human resource management (HRM) has changed significantly over the past several decades as national reinvention initiatives and a host of other efforts at the state and local levels [...]

Recent reforms have sought to increase accountability and flexibility in the public sector’s personnel systems. One radical reform has witnessed a dismantling of civil service systems and replacing of them with employment at will (EAW) systems. Reforms of this kind have been more pronounced at the state and local government levels. Amid the reforms, scholars and public employees are skeptical of moving public employees to EAW systems, fearing the ethical status of EAW policies. This article moves beyond the basic question of whether the public sector should or should not adopt an EAW policy; instead, it focuses on analyzing primary ethical concerns associated with the implementation of EAW practices. Practical recommendations are presented to assist public at-will managers in meeting their ethical obligations toward their EAW employees. [ABSTRACT FROM PUBLISHER]