Beginning in 1996, the state of Georgia embarked on a bold experiment in public management reform, embracing employment at-will (EAW) for public employees. Public human resource management (PHRM) research since the Georgia reforms has called for a greater appreciation for the link between personnel reforms and performance. This research examines whether the appeal for more exacting research has been taken up. The analysis provides an overview of research on public personnel reform, focusing on five themes identified by the literature: decentralization, performance-based pay, declassification, deregulation, and privatization. Reviewing 238 articles in 13 journals since 1996, the present effort finds a lack of empirical evidence linking personnel reforms with results. The authors conclude with several perspectives for future assessments of PHRM reform and lessons for practice.

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This chapter researches whether a link exists between public top‐tier institutions and their host municipalities. The study then researches whether the same link exists in the state of Texas's “Emerging Universities.”

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