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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

REVERSE DISCRIMINATION AND REMEDIAL AFFIRMATIVE ACTION IN EMPLOYMENT. DEALING WITH THE PARADOX OF NONDISCRIMINATION

RAY GULLETT, CARLOS

Public Personnel Management, n.º 1/2000, pág. 107

Sumario
1. Affirmative action in the employment setting. 2.Voluntary remedial programs of affirmative action underTitle VII. 3. Public sector parallel. 4. Voluntaryaffirmative action programs under constitutional protection.5. Discriminatory linkage and levels of scrutiny. 6. Strictscrutiny. 7. Intermediate scrutiny. 8. Remedial affirmativeaction programs-Title VII and constitutional standars. 9.Title VII and constitutional standars compared. 10.Conclusions.

ROI IN THE PPUBLIC SECTOR MYTHS AND REALITIES

P. PHILLIPS, PATTI AND J. PHILLOPS, JACK

Public Personnel Management, n.º 2/2004, pág. 139 a 149

Sumario
SUMMARY: 1. MYTH # 1 SENIOR GOVERNMENT LEADERS WILL NEVER REQUIRE THE USE OF THE ROI METHODOLOGY TO EVALUATE PROGRAMS. 2. MYTH #2 THE ROI METHODOLOGY IS A FLAWED CORPORATE CONCEPT THAT HAS INAPPROPRIATELY MADE ITS WAY INTO THE PUBLIC SECTOR. 3. MYTH #3: THE ROI METHODOLOGY DOES NOT SUPPORT TRADITIONAL PROGRALM EVALUCATION IN THE PUBLIC SECTOR. 4. MYTH #4 WITH THE ABSENCE OF REVENUES AND PROFIT IN MOST GOVERNMENT AGENCIES, ROI IS INAPPROPRIATE. 5. THERE ARE LITTLE OR NO HARD DATA IN A GOVERNMENT ORGANIZATION. 6. MYTH #6 THE ROI IS ONLY ONE DATA ITEM THAT CAN BE MISINTERPRETED. 7. MYTH #7 THERE ARE TOO MANY CONSTITUEANCIES IN PUBLIC SECTOR SITUATIONS TO USE THE ROI METHODOLOGY. 8. MYTH # 8 THE ROI METHODOLOGY IS INAPPPROPRIATE FOR ESSENTIAL GOVERNMENT SERVICES. 9. MYTH #9 THERE ARE NO STANDARDS FOR THE ROI METHODOLOGY. 10. MYTH #10 IF MY ADMINISTRATION IS NOT ASKING FOR ROI, I SHOULD NOT PURSUE IT. 11. MYTH #11 IN THE PUBLIC SECTOR, ROI DATA WILL BE MISUSED FOR POLITICAL PURPOSES. # 12 THE ROI METHODOLOGY WILL ADD TOO MCUH COST TO BUDGETS THAT ARE ALREADY TOO LEAN.

RUDENESS AT WORK: IMPULSE OVER RESTRAINT

JOHNSON, PAMELA R.;INDVIK, JULIE

Public Personnel Management, n.º 4/2001, pág. 457

Sumario
1. Background. 2. Kinds of Poor Behavior. 3. Causesof Poor Behavior. 4. Costs to Organizations. 5. WhatEmployers Can Do to Help. 6. Conclusion.

SAVE THE BUREAUCRATS (WHILE REINVENTING THEM)

BARNHART, TIM

Public Personnel Management, n.º 1/1997, pág. 7

Sumario
1. The lure of empowerment. 2. The public is the Customer. 3. Government is Top-Down. 4. Improve the Bureaucracy. 5. Conclusion.

SEXUAL HARASSMENT AND DEMOGRAPHIC DIVERSITY: IMPLICATIONS FOR ORGANIZATIONAL PUNISHMENT.

GILBERT, JACQUELINE A.

Public Personnel Management, n.º 2/2005, pág. 161 a 174

Sumario
1. LITERATURE REVIEW. 2. METHOD. 3. DISCUSSION.

SEXUAL HARASSMENT IN SMALL GOVERNMENT UNITS: AN INVESTIGATION OF POLICIES AND ATTITUDES

EBERHARDT, BRUCE J.;MOSER, STEVEN B.;MCFADDEN, DAVID

Public Personnel Management, n.º 3/1999, pág. 351

Sumario
1. Sexual harassment in government units. 2. Sexualharassment policies and implementation. 3. Present study. 4.Method. 5. Results. 6. Discussion.

STRATEGIC CULTURE CHANGE: THE DOOR TO ACHIEVING HIGH PERFORMANCE AND INCLUSION

MILLER, FREDERICK A.

Public Personnel Management, n.º 2/1998, pág. 151

Sumario
1. Inclusion broadens the bandwidth. 2. Achieving inclusion through strategic cultural change. 3. Implementing organization change. 4. The organizational imperative for inclusion. 5. The path from exclusive "Club" to inclusive organization. 6. The myth of the monocultural advantage. 7. Difference as an asset. 8. Tailoring change initiatives to organizations on "The path". 9. Action is required to sustain the effort. 10. The role of HR Professionals. 11. EEO-AA-Diversity-Inclusion: They're not the same.

STRATEGIC HUMAN RESOURCE MANAGEMENT: PERCEPTIONS AMONG NORTH CAROLINA COUNTY SOCIAL SERVICE PROFESSIONALS

DALEY, DENNIS; VASU, MICHAEL L.; BLACKWELL WEINSTEIN, MEREDITH

Public Personnel Management, n.º 3/2002, pág. 359 a 375

Sumario
1. STRATEGIC PLANNING AND PERSONNEL PRACTICES. 2. METHODS. 3. STRATEGIC HUMAN RESOURCES PRACTICES. 4. RELATIONSHIPS WIHT DEMOGRAPHICS AND OUTCOME ASSESSMENTS. 5. CONCLUSION.

STRATEGIC HUMAN RESOURCES MANAGEMENT IN GOVERNMENT: UNRESOLVED ISSUES

TOMPKINS, JONATHAN

Public Personnel Management, n.º 1/2002, pág. 95

Sumario
1. Procedural and Structural Prerequisites: Unresolved Issues. 2. An Established Strategic Planning Process. 3. Involvement of the Personnel Director in Strategic Planning. 4. A Clear Statement of Strategic Objectives. 5. Alignment of HR Policies and Practices with Strategic Objectives. 6. Changing the role and Structure of the Personnel Office. 7. An Expanded Understanding of SHRM. 8. Conclusion.

STRENGTHENING PERSONNEL MANAGEMENT IN DEVELOPING COUNTRIES: LESSONS LEARNED, LESSONS FORGOTTEN, AND AN AGENDA FOR ACTION

KLINGNER, DONALD E.;PALLAVICINI CAMPOS, VIOLETA

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

Sumario
1. Why Are Developing Countries Different?. 2.Contributors to this Symposium. 3. Lessons Learned. 4.Lessons Forgotten. 5. An Agenda for Action.

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