Abstract
Since 1993, in the Russian Federation, only according to formal criteria, there have been at least 5 attempts to reform the civil public service. With each new round of reforms, the number of laws and regulations regulating the civil service increased and the transformations multiplied. But the quality of reforms and the socio-economic and political consequences they caused remained low. The author’s many years of research experience on the issues of the state civil service, as well as the practice of consulting activities and work on the jury of the All-Russian competition “Best HR Practices and Initiatives in the System of State and Municipal Administration” suggested that one of the reasons for the failures lies in ignoring the special property of state organizations - their personal dependence. The purpose of this article is to develop the concept of personnel-dependent organizations as applied to the state civil service system. A detailed analysis of the characteristics of personnel-dependent organizations is carried out, their impact on approaches to personnel management in the civil service, and recommendations are offered for restructuring the management of the civil service system, taking into account its personnel-dependent nature.
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