15. Find in the text the sentences including the Subjunctive Mood and translate them.

16. Find in the text the sentences including the Modal Verbs and translate them.

17. Find in the text the English for.

Направленные на снижение затрат на содержание и на повышение эффективности работы правительства; «Нацио- нальный обзор эффективности исполнения»; слабые испол- нители; оставлять неизменными расходы на содержание агентств; проводить четкое различие; кадровая политика; несколько тарифных разрядов объединены в несколько бо- лее крупные группы с единой тарифной ставкой заработной платы; испытательный срок

15. Answer the questions.

1. What are recommendations for administrative reform in the USA aimed at?

2. What is the logic of pay-for-performance?

3. What does merit pay require?

4. When did the federal government begin with merit pay?

5. What did the program for merit pay involve?

6. Why was the motivation potential for the program question- able?

7. When was the program for merit pay abandoned?

8. Why is the idea of decentralization of Personnel Management Authority popular among proponents of civil service reform?

9. What does the broad-banding scheme imply?

10. What are the potential problems with the broad-banding sys- tem?

11. What are merit systems for public employment in the USA grounded on?

12. What are merit systems for public employment designed for?

13. Why were merit systems for public employment changed?

14. What did merit system protections afford public employees?

15. What does this policy help to ensure?

15. Work in pairs. One is an expert in administrative reform of the federal government in the usa, the other is a journalist. Use the information given to answer the journalist’s questions.

16. A) Skim text 5 and headline it.

b) Give an annotation of the text.

Text 5

The Office of Personnel Management administers the GS pay schedule on behalf of other Federal agencies, although changes to the GS must normally be authorized by the President (via Executive Order) or by Congress (via legislation). Normally, the President di- rects annual across-the-board pay adjustments at the beginning of a calendar year after Congress has passed the annual appropriations legislation for the Federal government. Most positions in the compet- itive service are paid according to the GS. In addition, many (al- though not all) positions in the excepted service use the GS as a basis for setting pay rates.

The GS is separated into 15 grades (GS-1, GS-2, etc. up to GS-

15. ; each grade is separated into 10 steps. Entry-level positions are generally in the GS 1-7 range; GS 8-12, mid-level; and GS 13-15, top-level. A new GS employee is normally employed in the first step of their assigned GS grade, although recent legislation authorizes in- itial appointment at a higher step (at the employing agency’s discre- tion) as a recruiting incentive. Each step above step 1 (2, 3, 4, etc.) is normally earned after serving a prescribed period of service (at one, two or three year intervals) in at least a satisfactory manner, al- though a GS employee can also be advanced to a higher step without regard to length of service based on outstanding work performance (Quality Step Increase). At one time, there were also three GS “su- pergrades”-GS-16, GS-17 and GS-18. These were eliminated under the provisions of the Civil Service Reform Act of 1978 and replaced by the Senior Executive Service and the more recent Senior Level (non-supervisory) pay scale.

Some GS positions provide for advancement within a so-called “career ladder,” meaning that an incumbent can advance up the lad- der in a particular job, normally on an annual basis, until he/she has reached the full performance level for that job. This is typical for many professional positions designed for college graduates.

For example, a recent college graduate with a bachelor’s degree may take a GS position at either the GS-5 or GS-7 level, depending on the job itself, the individual’s academic achievement, prior expe- rience (including but not limited to military service) and other fac- tors. On or about the anniversary of the employee’s appointment, as- suming the employee has performed at least “fully successful” (i.e. ad- equately) in the job, management most likely will (but is not automatically required to) promote the employee to the next grade in the ladder. Most career ladders advance in two-grade intervals, from GS-5 to GS-7, from GS-7 to GS-9, and from GS-9 to GS-11. After one has reached GS-11 in a career ladder, promotions then progress normally in one-grade intervals, from GS-11 to GS-12, from GS-12 to GS-13, etc. until the full performance level has been reached. In most cases, the full performance target grade for a career ladder will range from GS-11 to GS-13. Promotions to GS-14 and GS-15 are al- most always the result of competition for a vacant position. Clerical and administrative positions frequently are graded between GS-3 to GS-9, with promotion opportunities (when available) in one-grade intervals (e.g., GS-3 to GS-4, GS-4 to GS-5, etc.).

In other cases, particularly in the clerical and administrative fields, a position will have little or no promotion potential and in those cases, an employee desiring to advance will need to compete for a higher-graded vacancy as one becomes available. Many times, particularly outside of the Washington D.C. metropolitan area, a geo- graphic transfer (or transfer to another Federal agency) will be nec- essary in order to advance in GS grade due to the location and avail- ability of vacant positions.

всеобщий, всеохватывающий

к

N o t e s:

across-the-board

grade

step

атегория

ступень