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MUNICIPAL GOVERNMENT BENEFITS PRACTICES AND PERSONNEL OUTCOMES: RESULTS FROM A NATIONAL SURVEY

ROBERTS, GARY E.

Public Personnel Management, n.º 1/2004, pág. 1

I. MUNICIPAL GOVERNMENT BENEFITS LITERATURE. II. METHODS. III. ORGANIZATIONAL AND RESPONDENT CHARACTERISTICS. IV. ANALYSIS. V. DISCUSSION. VI. CONCLUSION.

MUNICIPAL GOVERNMENT PART-TIME EMPLOYEE BENEFITS PRACTICES.

GARY E. ROBERTS

Public Personnel Management, n.º 3/2003, pág. 435 a 453

Sumario

I. POLICY AND MANAGEMENT ISSUES ASSOCIATED WITH PART-TIME EMPLOYMENT. II.METHODS. III.ORGANIZATIONAL AND RESPONDENT CHARACTERISTICS. IV. DESCRIPTIVE INFORMATION V. REGRESSION ANALYSIS. VI.REGRESSION MODEL: RESPOINDENT CHARACTERISTICS. ...

NEBRASKA WHOLE PICTURE RECRUITMENT: FROM PAPERWORK TO PEOPLE WORK FEATURING THE PERSONIC APPLICANT TRACKING SYSTEM.

MCCRORY, MIKE;MUELLER, DOVI

Public Personnel Management, n.º 4/2000, pág. 505

Sumario

1. On-line or web based application. 2. Customerservice area restructure. 3. Coordinated classifiedadvertising program. 4. S.O.S program. 5. "Spotlight" Internnewsletter. 6. Inside story. 7. What does the future holdfor Nebraska's recritment efforts?

NEGLIGENT HIRING: THE EMERGING CONTRIBUTOR TO WORKPLACE VIOLENCE IN THE PUBLIC SECTOR

KONDRASUK, JACK N.;MOORE, HERFF L.;WANG, HUA

Public Personnel Management, n.º 2/2001, pág. 185

Sumario

1. Violence at Work. 2. Relationship of WorkplaceViolence to Negligent Hiring. 3. Negligent Hiring Doctrine.4. Employer Liability for Negligent Hiring. 5. MinimizingNegligent Hiring That Leads to Violence at Work. 6.Conclusion.

NEW MANIFESTATIONS OF OPEN SYSTEMS: CAN THEY SURVIVE IN THE PUBLIC SECTOR?

SAMPSON, CHARLES L.

Public Personnel Management, n.º 3/1998, pág. 361

Sumario

1. Rising influences. 2. Stimuli from the courts.3. Private sector influences. 4. Elective politics versusgeneric personnel politics. 5. Focus of this study andprofessional human resource management. 6. Methodology anddescription of the sample. 7. Perceptions of the normativerole of the personnel unit. 8. Conclusion.

OBJECTIVE PRE-EMPLOYMENT INTERVIEWING: BALANCING RECRUITMENT, SELECTION AND RETENTION GOALS

SLOWIK, STANLEY M.

Public Personnel Management, n.º 1/2001, pág. 77

Sumario

1. Interpreting Applicant Interview Behaviors. 2.Objective Pre-employment Interviewing Techniques.

OBSTACLES TO SUSTAINING A LABOR-MANAGEMENT PARTNERSHIP: A MANAGEMENT PERSPECTIVE

MILINSKI SCOTT, M.

Public Personnel Management, n.º 1/1998, pág. 11

Sumario

1. Understand and honor cultural differences. 2. Set criteria for participation in a partnership. 3. Adress the trust issue. 4. Povide appropriate training and skills development. 5. Conflicts will remain. 6. Acknowledge changing roles and control issues. 7. Build alliances with stakeholders. 8. Institutionalize the partnership. 9. Does it work?.

OLDER DOGS AND NEW TRICKS: CAREER STAGE AND SELF-ASSESSED NEED FOR TRAINING

GUTHRIE, JAMES P.;SCHWOERER, CATHERINE E.

Public Personnel Management, n.º 1/1995, pág. 59

Sumario

1. Career stage and self-assessed training needs. 2. Career stage and individual differences affecting self-assessed traininng needs. 3. Summary of study purpose. 4. Method. 5. Results. 6. Manova results. 7. Discussion.

ORGANIZATIONAL APPROACHES FOR MANAGING MID-CAREER PERSONNEL

WILLIAMS, STEPHEN L.;FOX, CHARLES J.

Public Personnel Management, n.º 3/1995, pág. 351

Sumario

1. Characteristics of "Mid-Career" Workers. 2. Organizational Approaches. 3. Conclussion.

ORGANIZATIONAL COMMITMENT AMONG PUBLIC SERVICE EMPLOYEES

YOUNG, BRIAN S.;WORCHEL, STEPHEN;WOEHR, DAVID J.

Public Personnel Management, n.º 3/1998, pág. 339

Sumario

1. Purposes of the study. 2. Participants. 3.Measures. 4. Procedure. 5. Results. 6. Conclusions.

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