【正文】 Simon, 1958). Thus, in the face of new challenges, the federal government must reframe its HR issues, and not rely solely on past approaches to solve the current crisis. Reestablishing a Public Service Ethic Researchers have long studied the motivational characteristics of public service and how it affects the quality and content of public output. Perry and Wise (1990) argue that public service motives fall into three analytical categories: rational, norm based and affective. Rational motives involve actions that are grounded in an individual?s desire to maximize utility. Normbased motives refer to actions generated by efforts to conform to norms. Affective motives refer to triggers of behavior that are grounded in emotional responses to various social contexts. Public service motivation is seldom defined by utility maximization。 Levine amp。Soni,1997) show that in spite of increased diversity in the workplace, anizational capacity to fully utilize and effectively manage diversity remains limited. There are many reasons for this limitation. For example, the inability and lack of willingness on the part of anizational leaders and members to recognize effective diversity management as a salient workplace issue or that institutional and cultural biases and barriers can limit agencies? approaches to diversity. Successfully managing diversity is a challenging process, but with a clear vision, careful planning and a willingness and mitment to change, government can develop a petitive advantage as an employer and a producer of services to the American people. Riccuci (2020) argues that agencies need to develop the ability to address such challenges as munication breakdowns, misunderstandings, and even hostilities that invariably result from working in an environment with persons from highly diverse backgrounds, age groups, and lifestyles. To the extent that the demographics of the workforce reflect that of the general population that it serves and it is effectively managed, the delivery of public service will be greatly enhanced. Public sector anizations must assess and understand the current demographic plexion of their workforce in conjunction with projected forecasts for change (Workforce 2020, 1997). “Public sector anizations that perfunctorily develop diversity programs solely for the purpose of avoiding liability in potential lawsuits pletely miss the point about the importance of diversity programs. They will fail to adequately plan for their own successful performance as well as the future governance of American people,” notes Riccucci (2020, p. 31). Improving Human Resource Management Practices Proposals to reform civil service and public sector human resource management (HRM) in the twentyfirst century fall into three categories. The first proposal advocates cutting costs and downgrading the career workforce (Klingneramp。 this is the petency imperative. Fifth, the anization champion imperative requires senior leaders willing to take the initiative to promote and sustain leadership development programs. Taken together, these offer anizations a beginning point for launching leadership development programs. Longitudinal research conducted by Center for Creative Leadership places leader learning in four broad categories: challenging job assignments, learning from others? examples, hardships and setbacks, and education and training. Similarly, senior leaders can develop a new generation of leaders by serving as an exemplar, a mentor, and a coach, or anizations can create programs that would use such a learning model (Blunt, 2020b). Research provides evidence that a positive relationship exists between supervisory characteristics and levels of job satisfaction. Oldham and Cummings (1996) found that employees produced the most creative outes when they worked on plex, challenging jobs and were supervised in a supportive, no controlling way. Supportive supervisors encourage subordinates to voice their own concerns, provided positive and mainly informational feedback, and facilitated employee skills development. Supervisors also need skills in performance management, fair appraisals, and effective skill utilization as pointed out by an Office of Policy and Evaluation at the MSPB study (MSPB, 1998). The study suggested that when downsizing occurs, supervisors need to be much more concerned about how they use the talent they have on their staffs and that it is critical that any staffing, employee development, and performance management decisions be made with a longterm perspective in mind. Improved Skill in Managing a Diverse Workforce While the workforce statistics (see Table 3 of the Appendix) show increasing diversity at all levels of government employment including diversity in contractors, very little attention has been focused on developing diversity petence of managers and employees as part of the government?s human capital strategy. Contrary to this, the private sector has made diversity management skills as one of the dominant issues for developing leaders for the twentyfirst century. Diversity management skills have even greater significance for public sector leaders and anizations not only because the government workforce is changing, but also because of the increasingly diverse munities public administrators serve. Also, the sensitive nature of the current US foreign policy environment makes diversity petence an important priority. It is crucial to understand the implications of the workforce, munity, societal, and global diversity means for public administration and take them into consideration as agencies develop their missions, strategic plans, and leadership training programs. Recognizing its importance, the National Association of Schools of Public Affairs and Administration (NASPAA) anized several panels on “managing munity without majorities” in its 2020 Nat