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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

PUBLIC SECTOR ORGANIZATIONS: TODAY'S INNOVATIVE LEADERS IN PERFORMANCE MANAGEMENT

GROTE, DICK

Public Personnel Management, n.º 1/2000, pág. 1

Sumario
1. Just what is "Performance Management"? 2. Sowhat's new in performance appraisal? 3. Culture change inpractice. 4. Reinforcing core competencies. 5. Integratingmission, vision, and values into performance appraisal. 6. Abetter rating scheme. 7. Clarifying competencies. 8. Makingthe appraisal process positive. 9. Incorporating technologyinto performance appraisal. 10. From performance appraisalto performance improvement. 11.The traditional approach todiscipline. 12. What's wrong with this traditional approach?13. How does the positive discipline approach work? 14. Theinitial steps of formal disciplinary action: Reminders I andII. 15. The final step: decision making leave. 16. Theresults of discipline without punishment. 17. The State ofGeorgia study. 18. Peer review. 19. In performancemanagement, public sector leads the pack.

PUTTING THE SUPER IN SUPERVISOR: DETERMINATS OF FEDERAL EMPLOYEE EVALUATION OF SUPERVISORS

DALEY, DENNIS M.

Public Personnel Management, n.º 3/1997, pág. 301

Sumario
1. Methodology. 2. Job characteristics. 3. Job characteristics findings. 4. Work characteristics. 5. Work characteristics findings. 6. Conclusion.

REBELS, CRITICIZERS, BACKSTABBERS, AND BUSYBODIES. ANGER AND AGGRESSION AT WORK

JOHNSON, PAMELA R.;INDVIK, JULIE

Public Personnel Management, n.º 2/2000, pág. 165

Sumario
1. Background. 2. Characteristics of disruptiveemployees. 3. Changing nature of the law. a) Agediscrimination. b) Wrongful termination. c) Racialdiscrimination. 4. Employment practices liability insurance(EPLI). 5. What employers can do. 6. Conclusion.

RECENT HUMAN RESOURCES DEVELOPMENTS IN OECD MEMBER COUNTRIES

SHIM, DEOK-SEOB

Public Personnel Management, n.º 3/2001, pág. 323

Sumario
1. Common Trends of HRM Reforms in OECD Countries.2. Impacts of the HRM Reforms and New Challenges. 3.Emerging New HRM Issues for the 21 st Century.

RECRUITMENT AND SELECTION OF PUBLIC WORKERS: AN INTERNATIONAL COMPENDIUM OF MODERN TRENDS AND PRACTICES

LAVIGNA, ROBERT J.; HAYS, STEVEN W.

Public Personnel Management, n.º 3/2004, pág. 237

Sumario
1. PRECURSORS TO SUCCESSFUL RECRUITMENT AND SELECTION. 2. EMERGING APPROACHES TO RECRUITMENT AND SELECTION. 3. THE FUTURE?.

REDEFINING STATE GOVERNMENT LEADERSHIP AND MANAGEMENT DEVELOPMENT: A PROCESS FOR COMPETENCY-BASED DEVELOPMENT

S. NAQUIN, SHARON AND F. HOLTON III, ELWOOD

Public Personnel Management, n.º 1/2003, pág. 23 a 43

Sumario
1. RATIONALE 2. COMPETENCY-BASED TRAINING AND DEVELOPMENT 3. OUTLINE OF THE MANAGEMENT DEVELOPMENT OVER HAUL PROCESS 4. FINAL PRODUCTS 5. CONCLUSION

REINVENTING GOVERNMENT PRIVATIZATION -STYLE- AVOIDING THE LEGAL PITFALLS OF REPLACING CIVIL SEVANTS WITH CONTRACT PROVIDERS

ELAM, L.B.

Public Personnel Management, n.º 1/1997, pág. 15

Sumario
1. The legal limitations. 2. The process. 3. Conclusion.

REINVENTING PUBLIC PERSONNEL MANAGEMENT: ETHICAL IMPLICATIONS FOR MANAGERS AND PUBLIC PERSONNEL SYSTEMS

KELLOUGH, J. EDWARD

Public Personnel Management, n.º 4/1999, pág. 655

Sumario
1. Reinventing government in the 1990s. 2. Thedescentralization of authority for personnel functions. 3.Selection procedures. 4. Adverse actions. 5. Positionclassification. 6. Incentive structures. 7. Ethicalimplications for managers and systems. 8. Conclusion.

RELIGIOUS FREEDOM AND UNEMPLOYMENT COMPENSATION BENEFITS

GREENLAW, PAUL S.;KOHL, JOHN P.

Public Personnel Management, n.º 3/1995, pág. 315

Sumario
1. The 1991 House Bills. 2. Employment Compensation: the Legal Background. 3. The Supreme Court and Unemployment compensation. 4. The Compelling State Interest Test. 5. Sherbert v. Verner 374 U.S. 398 (1963). 6. Thomas v. Review Board of the Indiana Employment Secutity Division 450 U.S. 707 (1981). 7. Hobbie v. Unemployment Appeals Commission of Florida 480 U.S. 136(1987). 8. Frazze v. ....

RESPONDING TO THE CHALLANGE OF A CHANGING WORKFORCE: RECRUITING NONTRADITIONAL DEMOGRAPHIC GROUPS.

DOVERSPIKE, DENNIS;TAYLOR, MARY ANNA;SHULTZ, KENNETH S.;MCKAY, PATRICK F.;TAYLOR, MARY ANNA;SHULTZ, KENNETH S.;MCKAY, PATRICK F.

Public Personnel Management, n.º 4/2000, pág. 445

Sumario
1. Recruiting older baby boomers. 2. Factorsaffecting the recruitment of older baby boomers. 3.Increasing older baby boomer recruitment. 4. Recruitinggeneration X. 5. Factors affecting the recruitment ofgeneration X. 6. Increasing generation X recruitment. 7.Minority recruitment. 8. Factors affecting minorityrecruitment efforts. 9. Increasing minority recruitment. 10.Summary and conclusiones.

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