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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

OUTSOURCING AND POLITICAL POWER: BUREAUCRATS, CONSULTANTS, VENDORS AND PUBLIC INFORMATION TECHNOLOGY

PELED, ALON

Public Personnel Management, n.º 4/2001, pág. 495

Sumario
1. The Political Roles of Consultants and Vendors.2. Information Technology in the Israeli Public Sector. 3.Data Sources and Methodology. 4. Why Do Bureaucrats NeedConsultants?. 5. How Do Bureaucrats Find and RecruitConsultants?. 6. What Is the Role of the New Consultants?.7. The Anonymous Consultant. 8. Conclusion: Restructuringthe Consultant's Role.

OUTSOURCING PERSONNEL FUNCTIONS

SIEGEL, GILBERT B.

Public Personnel Management, n.º 2/2000, pág. 225

Sumario
1. The extent of outsourcing. 2. Decision Making.3. Alternative service delivery modes. 4. Some cautions fromthe literature on contracting out. 5. Summary.

PAY NOW OR PAY LATER: TRAINING AND TORTS IN PUBLIC SECTOR HUMAN SERVICES

LEAZES,JR, FRANCIS J.

Public Personnel Management, n.º 2/1995, pág. 167

Sumario
1. Failure to train torts. 2. Constitutional torts under section 1983. 3. Local government non-constitutional training torts. 4. Municipal official errors and omissions liability. 5. Private nonprofit legal status and tort liability. 6. Minimizing exposure to suits.

PAY-FOR-PERFORMANCE: THE KEYS TO MAKING IT WORK

RISHER, HOWARD

Public Personnel Management, n.º 3/2002, pág. 317 a 342

Sumario
I. EXTRACTED FROM OPM REPORT, "A FRESH START FOR FEDERAL PAY: THE CASE FOR MODERNIZATION". II. THE ARGUMENT FOR PAY-FOR-PERFORMANCE. III. WHAT'S CHANGED IN THE PAST DECADE OR SO?. IV. THE LINKAGE TO THE MISSION AND OPERATING PLAN. III. PERFORMANCE MANAGEMENT IN THE COURT SERVICES AND OFFENDER SUPERVISION AGENCY (CSOSA) A BRIEF CASE STUDY. IV. MANAGEMENT PRACTICES ASSOCIATED WITH A PERFORMANCE CULTURE.

PERCEIVED IMPACTS OF FAMILY LEAVE POLICY: DO ORGANIZATIONAL FACTORS MATTER?

KIM, SOONHEE

Public Personnel Management, n.º 2/2001, pág. 221

Sumario
1. Literature Review and Hypotheses. 2. ResearchMethod. 3. Survey Respondents and Sample Representation. 4.Perceived Impacts of Family Leave. 5. Results ofMultiple-Regression Models. 6. Stakeholder In-depthInterview Analysis. 7. Summary of Findings andImplications. 8. Future Research an conclusion.

PERFORMANCE APPRAISAL: MAINTAINING SYSTEM EFFECTIVENESS

MARTIN, DAVID C.;BARTOL, KATHRYN M.

Public Personnel Management, n.º 2/1998, pág. 223

Sumario
1. Controlling the system. 2. Ensure the system is monitored. 3. Ensure feedback is given to participants.

PERFORMANCE MANAGEMENT AND APPRAISAL IN HUMAN SERVICE ORGANIZATIONS: MANAGEMENT AND STAFF PERSPECTIVES

SELDEN, SALLY; SOWA, JESSICA E.

Public Personnel Management, n.º 3/2011, pág. 251 a 264

Sumario
I. Performance Management and Appraisal: a review of the knowledge base. II. Data and methods. III. Findings. IV. Conclusion. 1. Lesson 1: Espoused performance practice differs from staffs perceptions of those practices. 2. Lesson 2: Performance management tools are underutilized. 3. Lesson 3: Performance management is associated with positive employee outcomes.

PERSONAL VALUE SYSTEMS AND DECISION-MAKING STYLES OF PUBLIC MANAGERS

E. CONNOR, PATRICK AND W. BECKER, BORIS

Public Personnel Management, n.º 1/2003, pág. 155 a 162

Sumario
1. VALUES, ATTITUDES, AND BEHAVIOR 2. MANAGERIAL DECISION MAKING 3. VALUES AND DECISION-MAKING: PREVIOUS RESEARCH 4. RESEARCH PROPOSITION 5. ANALYSIS

PERSONALITIES AT WORK: UNDESTANDING AND MANAGING HUMAN NATURE ON THE JOB.

LAURENCE MILLER

Public Personnel Management, n.º 3/2003, pág. 419 a 434

Sumario
I.AVOIDANT PERSONALITY. II.DEPENDENT PERSONALITY. III.OBSESSIVE-COMPULSIVE PERSONALITY. IV. ANTISOCIAL PERSONALITY. V. BORDERLINE PERSONALITY. VI. HISTRIONIC PERSONALITY. VII. NARCISSISTIC PERSONALITY. VIII.PARANOID PERSONALITY. ...

PERSONALITY OF LAW ENFORCEMENT OFFICIALS: A COMPARISON OF LAW ENFORCEMENT OFFICIALS' PERSONALITY PROFILES BASED ON SIZE OF COMMUNITY

SURRETTE, MICHAEL A.; EBERT, JOSEPH M.; WILLIS, MICHAEL A.; SMALLIDGE, TARA M.

Public Personnel Management, n.º 2/2003, pág. 279

Sumario
I. METHOD. II. RESULTS. III. DISCUSSION.

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