Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Review of Public Personnel Administration
This Article
Right arrow Full Text (PDF)
Right arrow All Versions of this Article:
0734371X08320410v1
28/4/349    most recent
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Whalen, C.
Right arrow Articles by Guy, M. E.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Broadbanding Trends in the States

Cortney Whalen

University of Colorado Denver, cortney1114{at}yahoo.com

Mary E. Guy

University of Colorado Denver, mary.guy{at}cudenver.edu

The authors report on the adoption of broadbanding in state civil service systems. Twelve states use a full-scale broadband system, and four use it on a limited scale. Eighteen states have considered it and decided against adoption, and the remaining 16 have not considered it. States that adopted it did so because they wanted to reduce the number of job classifications and implement pay for performance. To learn more about the realities of a broadband system, the authors present an in-depth analysis of three states—South Carolina, Virginia, and Florida—each of which implemented broadbanding at least 7 years ago. Findings indicate that it does not achieve its promise because the related administrative changes that must accompany it—especially budgetary and managerial discretion—failed to be simultaneously implemented. The authors conclude that if broadbanding is to achieve its objectives, its implementation must be accompanied by simultaneous administrative reforms.

Key Words: civil service • classification • compensation • paybanding • human resource management

This version was published on December 1, 2008

Review of Public Personnel Administration, Vol. 28, No. 4, 349-366 (2008)
DOI: 10.1177/0734371X08320410
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?