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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

PERSPECTIVES ON ENDURING AND EMERGING ISSUES IN PERFORMANCE APPRAISAL

ROBERTS, GARY E.

Public Personnel Management, n.º 3/1998, pág. 301

Sumario
1. Sample demographics. 2. Enduring issues inperformance appraisal - The debate over its legitimacy. 3.Performance appraisal as a command and control device. 4.Does performance appraisal promote a false degree ofmeasurement accuracy?. 5. Is performance appraisal basedupon a flawed theory?. 6. Does performance appraisalincrease dysfunctional employee conflict and competition?.7. Are employees assigned an excessive degree ofresponsibility for poor performance?. 8. Enduring issues -Problems related to system implementation. 9. Is there aconflict between the administrative and counseling appraisalpurposes? 10. Problems in providing clear and specificperformance feedback. 11. The absence of clear and specificperformance documentation. 12. Ubiquitous rating errors. 13.An absence of organizational commitment. a) Inadequate ratertrainig. b) Symbolic endorsements. c) Providing time andobservation opportunities for busy raters. d) A dearth ofmeasures regarding quality control. 14. Conclusion.

PREPARING FOR THE UNTHINKABLE: MANAGERS, TERRORISM AND THE HRM FUNCTION

PERRY, RONALD W. Y MANKIN, LAWRENCE D.

Public Personnel Management, n.º 2/2005, pág. 175 a 194

Sumario
1. CONTEXT OF CONCERN. 2. LESSONS FROM DISASTERS. 3. MANAGERIAL DECISIONS AND DISASTER PLANS. 4. MUNICIPAL DATA. 5. ATTITUDES ABOUT TERRORISM THREATS. 6. OPERATIONS RELOCATION POTENTIAL. 7. ORGANIZATIONAL INVENTORY. 8. WORKPLACE PROTECTION. 9. MEASURES FOR EXTENDED OPERATIONS. 10. EMPLOYEE FAMILY OUTCOMES. 11. DOCUMENTATION SYSTEM. 11. CONCLUSIONS.

PRIVACY AND THE WORKPLACE: TECHNOLOGY AND PUBLIC EMPLOYMENT

COZZETTO, DON A.;PEDELISKI, THEODORE B.

Public Personnel Management, n.º 4/1997, pág. 515

Sumario
1. Autonomy, dignity, private space, and firstamendment privacy. 2. A general legal framework. 3.Technological surveillance. 4. E-Mail surveillance. 5.Appropiate policies regarding monitoring of E-Mail andbulletin boards. 6. Public employer guidelines ontechnological surveillance of public employees. 7.Conclusion.

PROCEDURAL DUE PROCESS AND PROCEDURAL JUSTICE IN THE WORKPLACE: A COMPARAISON AND ANALYSIS

POSTHUMA, RICHARD A.

Public Personnel Management, n.º 2/2003, pág. 181

Sumario
I. A COMPARISON OF DIMENSIONS: PROCEDURAL DUE PROCESS AND PROCEDURAL JUSTICE. II. PROCEDURAL DUE PROCESS AS A MODEL FOR PROCEDURAL JUSTICE. III. WHAT PROCESS IS DUE? THE BALANCING TEST. IV. SUMMARY.

PROGRESS ON THE JOURNEY TO TOTAL QUALITY MANAGEMENT: USING THE MYERS-BRIGGS TYPE INDICATOR AND THE ADJECTIVE CHECK LIST IN MANAGEMENT DEVELOPMENT

MANI, BONNIE G.

Public Personnel Management, n.º 3/1995, pág. 365

Sumario
1. The management Development Process. 2. The Myers-Briggs Type Indicator and The Adjective Check List. 3. Total Quality Management and the Nexus to the MBTI and the ACL. 4. Total Quality Organizations and the Need for Leadership. 5. Leadership and Management Development. 6. Preferences and Careers in Management. 7. Objectives....

PROGRESS TOWARD ACHIEVING A REPRESENTATIVE FEDERAL BUREAUCRACY: THE IMPACT OF SUPERVISORS AND THEIR BELIEFS

NAFF, KATHERINE C.

Public Personnel Management, n.º 2/1998, pág. 135

Sumario
1. Representative bureaucracy as federal policy. 2. Data and methods. 3. Findings and discussion. 4. Implications.

PROMOTING AND AUDITING AFFIRMATIVE ACTION IN THE SOUTH AFRICAN PUBLIC SERVICE

SING, DANNY

Public Personnel Management, n.º 4/2011, pág. 349 a 358

Sumario
1. The South African Constitution and Affirmative Action. 2. Affirmative Action and the Public Service. 3. Affirmative Action, Employment Equity and the Public Service Commission. 4. Compliance, Implementation and Empowerment. 5. Findings and Recommendations: Compliance Aspect. 6. Findings and Recommendations: Implementation Aspect. 7. Findings and Recommendations: Empowerment Aspect. 8. General Recommendations: Affirmative Action and Human Resources. 9. Conclusion.

PSYCHOLOGICAL TESTING IN PERSONNEL SELECTION, PART II: THE REFINEMENT OF METHODS AND STANDARDS IN EMPLOYEE SELECTION

SCROGGINS, W; THOMAS, STEVEN L.; MORRIS, JERRY A.

Public Personnel Management, n.º 2/2008, pág. 185 a 198

Sumario
1. The issue of validity. 2. Group differences in testing. 3. Decision making and test use. 4. Perspectives on selection fairness and testing. 5. Implications for psychological testing.

PUBLIC SECTOR CHANGE IN AUSTRALIA: ARE MANAGERS' IDEALS BEING REALIZED?

BRADLEY, LISA;PARKER, RACHEL

Public Personnel Management, n.º 3/2001, pág. 349

Sumario
1. Managers' Ideal Organizational Culture. 2.Public Sector Change. 3. The Queensland Public Sector. 4.Theoretical Framework. 5. Hypothesis. 6. Method. 7.Procedures. 8. Questionnaire. 9. Results. 10. PreliminaryAnalyses. 11. Hypothesis Testing. 12. Discussion. 13.Managers' Preferences. 14. Differences Between Desired andActual. 15. Limitations and Future Research. 16.Conclusions.

PUBLIC SECTOR MOTIVATION AS AN INDEPENDENT VARIABLE

GABRIS, GERALD T.;SIMO, GLORIA

Public Personnel Management, n.º 1/1995, pág. 33

Sumario
1. Choosing Public Sector Work. 2. Nascent Empirical Trends. 3. How Might Public Sector Motivation be Conceived?. 4. So, Where Does it All Lead?. 5. Discussion. 6. Research Design. 7. Findings. 8. Conclusions.

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