Abstract
In California state government, two unique employee classifications exist, the Career Executive Assignment (CEA) and exempt. These two classifications are in the top-levels of government and are responsible for influencing policy through creation and implementation. We know that the exempt classification exists in virtually every state and federal government. The CEA civil service classification is a model system, and the first of its kind in the United States. But what else do we know about CEAs and what differences exist between the two classifications? This thesis uses an exploratory research approach to analyze a state personnel survey that assesses executive development opportunities and deficiencies. I examine questions that focus on organizational and employee performance measures, needed executive proficiencies, and general demographic information. Data for this thesis come from the California Department of Personnel Administration Executive Competency Survey. CEA and exempt classifications received the 222 question survey in October of 2009. I examine 76 questions closed-ended questions from 398 executive respondents using statistical analysis software and conducting simple cross-tabulations. Results suggest that CEAs and exempts are similar with respect to many demographic traits and attitudes, but there are a few notable differences between the two groups. The demographic findings are interesting and may help state personnel officials prepare for upcoming retirements. Gender composition is similar to the overall state workforce, ethnicity is primarily white, and executives are highly educated. Contrary to prior literature, the present study found that exempt respondents have served as executives longer than CEAs. Both groups of executives monitor and measure organizational performance. Supporting legislative intent, they both feel it is very important to implement programs and policies that reflect higher-management policies. Differences include CEAs having a greater concern for employee and program performance, while exempt employees believe they need a higher proficiency in change leadership, forwarding thinking, and vision and strategic thinking.