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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

JOB VALUES IN TODAY'S WORKFORCE: A COMPARISON OF PUBLIC AND PRIVATE SECTOR EMPLOYEES

KARL, KATHERINE A.;SUTTON, CYNTHIA L.

Public Personnel Management, n.º 4/1998, pág. 515

Sumario
1. Past research on job values. a) Overview. b)Public versus private. 2. Pilot study. a) Procedure. b)Results. 3. Main study. a) Subjects. b) Survey. 4. Results.5. Discussion. a) Managerial implications. 6. Conclusions.

LABOR-MANAGEMENT COOPERATION-CITY OF PORTLAND, MAINE

PEIGHTAL, PATRICIA;SOUZA, DANA;BRAY, BILL

Public Personnel Management, n.º 1/1998, pág. 85

Sumario
1. Health insurance advisory committee. 2. Hadlock field. 3. Construction company. 4. Districting. 5. Fire department restructuring.

LEGISLATING FOR BEST PRACTICE HRM: THE NEW ZEALAND APPROACH

EDGAR, FIONA; GEARE, ALAN

Public Personnel Management, n.º 3/2007, pág. 183 a 196

Sumario
1. HISTORICAL BACKGROUND. 2. STATE INTERVENTION IN HRM. 3. THE GOOD EMPLOYER DIRECTIVE. A. GENERAL PRINCIPLES. 4. OBJECTIVES OF THE "GOOD EMPLOYER" DIRECTIVE. 5. ASSESSING THE IMPACT OF THE GOOD EMPLOYER DIRECTIVE - LONGITUDINAL DATA. A. JOB ADVERTISEMENT COMPOSITION. B. REPRESENTATION RATES. 6. ASSESSING THE IMPACT OF THE GOOD EMPLOYER DIRECTIVE - HRM POLICY AND PRACTICE. 7. OPERATIONALIZING THE "GOOD EMPLOYER" DIRECTIVE. 8. PARTICIPATION. 9. THE SAMPLE. 10. RESULTS. A. PROCEDURAL COMPLIANCE. B. ACCOMMODATING PRACTICES. 10. CONCLUDING REMARKS.

LIMITATIONS IN REALISTIC RECRUITING AND SUBSEQUENT SOCIALIZATION EFFORTS: THE CASE OF RIDDICK BOWE AND THE UNITED STATES MARINE CORPS

BAKER, H. EUGENE;JENNINGS, KENNETH M.

Public Personnel Management, n.º 3/2000, pág. 367

Sumario
1. Interrelationships Between the USMC,Socialization, and Realistic Recruiting. a) The Marine Corpsas a representative organization. b) Socialization processcharacteristics "From outsider to insider". c) Realisticrecruitment "Preparation for organizational entry". 2. TheMarine Corps and Riddick Bowe: Background and LessonsBackground. a) Lessons. 3. Why Did the Recruit Leave theMarines? Implications for Other Organizations. 4.Organizational Action Considerations.

LINKING EMPLOYEE ASSESSMENTS TO SUCCESSION PLANNING.

SOONHEE KIM.

Public Personnel Management, n.º 4/2003, pág. 533 a 547

Sumario
I. SUCCESSION PLANNING, EMPLOYEE ASSESSMENTS AND CAREER DEVELOPMENT. II. NEVADA OPERATIONS OFFICE OF THE DEPARTMENT OF ENERGY. III. SURVEY ADMINISTRATION. IV. RESULS AND FINDINGS. 1.SKILL UTILIZATION AND CAREER DEVELOPMENT. 2.GENDER DIFFERENCES. 3. SUCCESSION PLANNING AND MENTORING PROGRAM PARTICIPATION. 4. EMPLOYEE PERCEPTION ON SUCCESSION PLANNING, SUPERVISORY RELATIONSHIPS AND WORKFORCE DIVERSITY. 5. RETIREMENT PLANS. V. IMPLICATIONS AND DISCUSSION. VI. CONCLUSION.

LOCAL GOVERNMENT TRAINING: A REVIEW OF THE SOUTH AFRICAN EXPERIENCE

REDDY, P.S.

Public Personnel Management, n.º 2/1995, pág. 181

Sumario
1. Methodology. 2. Local Governmment Training Act. 3. Policy and organizational structures. 4. Financing. 5. Control. 6. Implementation. 7. Evaluation of the Local Government Training Act. 8. Recent developments: transitional arrangements and the reconstruction and development program (RDP). 9. Conclusion.

LONGER DAYS, SHORTER WEEKS: COMPRESSED WORK WEEKS IN POLICING

VEGA, ARTURO;GILBERT, MICHAEL J.

Public Personnel Management, n.º 3/1997, pág. 391

Sumario
1. Literature. 2. Data and methods. 3. Attitudinal findings. 4. Productivity findings. 5. Comparing perceptions to performance. 6. Conclusions and implications.

MEASURING AND CORRECTING INVERSION IN FACULTY SALARIES AT PUBLIC UNIVERSITIES

JENNINGS, JR. KENNETH M.;MCLAUGHLIN, FRANK S.

Public Personnel Management, n.º 3/1997, pág. 345

Sumario
1. Defining salary compression and inversion (C/I). 2. Purpose and procedure. a) Measuring inversion. 3. Determining a coefficient of inversion. 4. Correcting inversion. 5. Years in service model. 6. Proportional gap model. 7. Gap times years model. 8. Target reduction models. 9. Results. 10. The best model category. 11. Findings. 12. Human resource and legal considerations.

MEDICAL SAVINGS ACCOUNTS: A HEALTH INSURANCE OPTION FOR THE PUBLIC SECTOR?

BOND, MICHAEL T.;HESHIZER, BRIAN P.;HRIVNAK, MARY W.

Public Personnel Management, n.º 4/1997, pág. 535

Sumario
1. Medical savings accounts. 2. Evidence on MSAcost reductions. 3. The tax treatment of MSAs. 4. Summaryand conclusions.

MENTAL HEALTH BENEFITS IN NEW JERSEY STATE AND LOCAL GOVERNMENT

ROBERTS, GARY E.

Public Personnel Management, n.º 2/2002, pág. 211

Sumario
1. The Prevalence and Consequences of Mental Illness. 2. Quality of Mental Health Coverage for New Jersey State and Local Government. 3. Discussion. 4. Conclusion.

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