Getting the most out of employees in government offices is one of the legendary management challenges. With an emphasis, it seems, on protocols and processes rather than on results, government offices have often been regarded (often correctly) as bastions of mediocrity, havens for substandard performers, and places where rule number one was cover your self.<BR><BR>Fortunately, there are strategies you can use to help recruit, train, retain, motivate, and reward excellent employees, along with holding them accountable for their department's successes and failures.<BR><BR>Stewart Lifflooks at government process as being built around six major systems, separate entities with interdependent needs and purposes.<BR><BR>The author also provides numerous on-site examples of process and results improvement from a variety of government settings and discusses at length the different challenges (and many similarities) between performance issues at the local, regional, state, and federal government levels.<BR><BR>With increased scrutiny on performance, efficiency, transparency, and results, government managers and supervisors across the country need a resource to help them build the dynamic programs and concrete results their constituents demand. Stewart Liff has answered that call with Improving the Performance of Government Employees.