4. The Benefits and Pay Structure for Nonuniformed Federal Employees

1977 ◽  
Author(s):  
Michael E. Sparrough
Keyword(s):  
Federal Employees

State-by-State Use of AMA Guides

2019 ◽  
Vol 24 (5) ◽  
pp. 3-7, 16
Keyword(s):  
Expert Testimony ◽  
Narrow Range ◽  
The United States ◽  
Workers Compensation ◽  
Federal Employees ◽  
Permanent Disability ◽  
Sixth Edition ◽  
History Of ◽  
Canadian Provinces

Abstract This article presents a history of the origins and development of the AMA Guides to the Evaluation of Permanent Impairment (AMA Guides), from the publication of an article titled “A Guide to the Evaluation of Permanent Impairment of the Extremities and Back” (1958) until a compendium of thirteen guides was published in book form in 1971. The most recent, sixth edition, appeared in 2008. Over time, the AMA Guides has been widely used by US states for workers’ compensation and also by the Federal Employees Compensation Act, the Longshore and Harbor Workers’ Compensation Act, as well as by Canadian provinces and other jurisdictions around the world. In the United States, almost twenty states have developed some form of their own impairment rating system, but some have a narrow range and scope and advise evaluators to consult the AMA Guides for a final determination of permanent disability. An evaluator's impairment evaluation report should clearly document the rater's review of prior medical and treatment records, clinical evaluation, analysis of the findings, and a discussion of how the final impairment rating was calculated. The resulting report is the rating physician's expert testimony to help adjudicate the claim. A table shows the edition of the AMA Guides used in each state and the enabling statute/code, with comments.

scholarly journals Does Person Organization Fit and Person-Job Fit Mediate the Relationship between Public Service Motivation and Work Stress among U.S. Federal Employees?

2021 ◽  
Vol 11 (2) ◽  
pp. 37
Author(s):  
Leonard Bright
Keyword(s):  
Work Stress ◽  
Public Service ◽  
High Stress ◽  
The United States ◽  
Public Organizations ◽  
Public Service Motivation ◽  
Public Employees ◽  
Federal Employees ◽  
Beneficial Effects ◽  
Indirect Relationship

A plethora of research has extolled the benefits of public service motivation (PSM) in public organizations. However, much less empirical attention has focused on its relationship to work stress. Even though it has been theorized that high levels of PSM causes individuals to be more resilient in stressful public service work environments, empirical research has failed to provide support. Only one study has been conducted which has revealed that high levels of PSM is directly associated with high levels of job stress among public employees, but that its beneficial effects are partially mediated by person-organization (PO) fit. That is, employees with high levels of PSM and high levels of fit to their organizations did not appear to suffer from high stress. This study sought to add to this limited body of research and explore the extent to which person-job (PJ) improves the field’s understanding of the relationships among PSM, PO fit, and work stress. Based on a sample of federal employees in the United States, this study challenged and confirmed the findings of existing research. For instance, PSM had no direct relationship to work stress. However, PSM maintained an indirect relationship to stress through PO fit. The respondents with high levels of PSM reported that they had high levels of fit to their organizations which was associated with significantly lower levels of work stress. Similarly, PSM was not directly related to PJ fit, but was indirectly related through its association with PO fit. PSM was associated with high levels of fit between employees and public organizations, which was subsequently associated with high levels of fit with public service jobs and lower work stress. Above all, this research clarifies the process of how PSM influences work stress among public employees, through PO fit and PJ fit.

Health Plan Switching among Members of the Federal Employees Health Benefits Program

2005 ◽  
Vol 42 (3) ◽  
pp. 255-265 ◽  
Author(s):  
Adam Atherly ◽  
Curtis Florence ◽  
Kenneth E. Thorpe
Keyword(s):  
Managed Care ◽  
Health Plan ◽  
Switching Costs ◽  
Health Benefits ◽  
Health Plans ◽  
Federal Employees ◽  
Negatively Associated ◽  
Factors Associated ◽  
Preferred Provider Organizations

This paper examines factors associated with switching health plans in the Federal Employees Health Benefits Program. Switching plans is not uncommon, with 12% of members switching plans annually. Individuals switch out of plans with premium increases and benefit decreases relative to other plans in the market. Switching is negatively associated with age due to increasing switching costs associated with age rather than decreasing premium sensitivity. Individuals in preferred provider organizations are less likely to switch, but are more responsive to premium increases than those in the managed care sector. Those who do switch plans are likely to switch to a different plan in the same sector.

Federal Employee Motivation during Government Downsizing: A Literature Review

2013 ◽  
Vol 03 (01) ◽  
pp. 01-07
Author(s):  
Darrell Bratton
Keyword(s):  
Literature Review ◽  
Federal Budget ◽  
Employee Motivation ◽  
Future Research ◽  
Federal Employees ◽  
Federal Employee ◽  
Current Topic ◽  
Office Of Personnel Management ◽  
The Government ◽  
Pay Cuts

The federal budget crisis has come to a boiling point and federal employees are feeling the pain as well. Motivation of federal employees is a current topic that needs to be addressed as the government is downsizing at an ever increasing rate. With pay freezes, pay cuts, and now downsizing, Herzberg’s research based on the Motivation/Hygiene theory will be looked at as a way of predicting how to motivate federal employees while the government is downsizing. There is a dearth of current research related to the motivation of federal employees during downsizing. Seminal research is reviewed as well as some recent research on motivation and downsizing. From this literature review, the gap in the research reveals that future research can be based on data from the U.S. Office of Personnel Management; however, the study should be longitudinal and specific to an agency so that a representative sample can be analyzed.

The Motivations of Anonymous Whistle-Blowers: The Case of Federal Employees

1988 ◽  
Vol 17 (3) ◽  
pp. 281-296 ◽  
Author(s):  
Marcia P. Miceli ◽  
Bonnie L. Roach ◽  
Janet P. Near
Keyword(s):  
Survey Data ◽  
Bystander Intervention ◽  
Federal Employees ◽  
Whistle Blowing ◽  
Decision Points ◽  
Trade Offs ◽  
Unidentified Source ◽  
Organizational Wrongdoing ◽  
Do So

The “Deep Throat” case during Watergate — in which a well-placed unidentified source called attention to governmental wrongdoing — exemplifies the complexities created by anonymous whistle-blowing. What anonymous whistle-blowers may lose in credibility they gain in protection from reprisal. The trade-offs facing the potential whistle-blower who decides to remain unidentified are examined empirically using survey data from 8500 federal employees. Propositions derived from a model of bystander intervention (Latané & Darley, 1970) are investigated, with consideration of three decision points: whether the observer of organizational wrongdoing should blow the whistle, whether the whistle-blower should act anonymously, and whether the whistle-blower should report the wrong-doing through internal channels or to someone outside the organization. The results suggest a compounding of the last two decisions: in fact, the choice of channels represents one of four distinct strategies. Whistle-blowers may be anonymous or identified with either external or internal channels, but the conditions under which they do so vary dramatically. The whistle-blower who, like “Deep Throat,” chooses to use an anonymous external channel faces a series of interrelated and complex decisions.

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