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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

THE EMERGENCE OF COLLECTIVE BARGAINING IN THE GUATEMALAN PUBLIC SECTOR: A CASE OF UNION BOULWARISM?

PERLMAN, BRUCE J.;REEVES, T. ZANE

Public Personnel Management, n.º 2/1999, pág. 231

Sumario
1. Evolution of negotiation strategies. 2. Contemporary negotiation strategies. 3. Boulwarism: Negotiating in "Bad faith". 4. Public sector employmen and labor relations in guatemala. 5. Size of guatemalan public sector employment. 6. Background of guatemalan collective bargaining. 7. Extent of guatemalan public sector unionization. 8. Guatemalan collective bargaining practices. 9. The ingredients of guatemalan boulwarism. 10. Field study. 11. Methodology. 12. Review of contents of collective agreements. 13. Perceptions of union tactics. 14. Conclusions. 15. Basic problems. 16. Recommendations.

THE EQUAL PAY ACT: THE FIRST 30 YEARS

CRAMPTON, SUZANNE M.;HODGE, JOHN W.;MISHRA, JITENDRA M.

Public Personnel Management, n.º 3/1997, pág. 335

Sumario
1. Legal Issues. 2. The first decade: 1963-1973. 3. The second decade: 1973-1983. 4. The third decade: 1983-1993. 5. Discussion. 6. Conclusions and recommendations.

THE EVOLUTION OF AFFIRMATIVE ACTION

LEE, R.A.

Public Personnel Management, n.º 3/1999, pág. 393

THE FACILITATIVE STATE AND HUMAN RESOURCES MANAGEMENT

NEWLAND, CHESTER A.

Public Personnel Management, n.º 4/1999, pág. 637

Sumario
1. Facilitative state theories and practices. 2.HRM practices in highly developed societies: facilitation ofwhat?. a) Germany: hierarchical career tradition andprivatization. b) United Kingdom: Leading privatization andrestructuring. c) Japan: A contrary facilitative example. d) California: Changing the epitome of the administrativestate. e) United States Government: Instrumental versussubstantive merit. 3. Facilitative State HRM in advanced,redeveloping nations. a) Poland: from fragmentation toemerging state service. b) Kuwait: wealth distribution andgovernment employment. c) Kazakhstan: Difficult, deliberatefacilitative state development. d) Facilitative HRM: Forwhat and how?.

THE FIVE BIGGEST HRM LIES

SIKULA, ANDREW

Public Personnel Management, n.º 3/2001, pág. 419

Sumario
1. Human Resources are Our Most Important Assets.2. Experience and Qualifications Will Help you Get a Job. 3.Good Individual Job Performance Will Result in AcceleratedPay Increases. 4. Loyalty, Commitment, and Seniority AreRewarded Within Organizations. 5. Technology and AutomationWill Reduce the Need for Human Effort.

THE HRM EFFECTIVENESS AUDIT: A TOOL FOR MANAGING ACCOUNTABILITY IN HRM.

BARGERSTOCK, ANDREW S.

Public Personnel Management, n.º 4/2000, pág. 517

Sumario
1. Core principle: high involvement of internalcustomers. 2. Pre-audit issues: naming, sampling,demographics, base-lining. 3. Phase I: Ranking importance ofHRM service portfolio. 4. Phase II: HRM teamself-evaluation. 5. Phase III: Measuring current servicelevels. 6. Phase IV: Developing action plans. 7.Encouragements and pitfalls. 8. Conclusion.

THE IMPLEMENTATION OF WORKFORCE AND SUCCESSION PLANNING IN THE PUBLIC SECTOR

PYNES, JOAN E.

Public Personnel Management, n.º 4/2004, pág. 389

Sumario
I. WORKFORCE AND SUCCESSION PLANNING. II. HUMAN RESOURCES PLANNING. III. IMPLEMENTING WORKFORCE AND SUCCESSION PLANNING. IV. TRAINING. V. CAREER DEVELOPMENT. VI. MANAGERIAL AND EXECUTIVE DEVELOPMENT. VII. PROBLEMS AND IMPLICATIONS OF WORKFORCE AND SUUCCESSION PLANNING. VIII. THE CHANGING ROLE OF HUMAN RESOURCES MANAGEMENT. IX. CONCLUSION.

THE INFLUENCE OF EMPLOYEE REFERRALS ON P-O FIT

TIEN HSIEH, AN; CHEN, YING YU

Public Personnel Management, n.º 4/2011, pág. 327 a 339

Sumario
I. Theory and Hypotheses Development. II. Methods. 1. Sampling Design. 2. Instrument Design. 3. Analysis Design. 4. Cronbach's Alpha. 5. Correlation Analysis. 6. ANOVA. 7. Hierarchical Multiple Regression. III. Results. IV. Discussion. V. Limitations and Suggestions for Future Study.

THE INTRODUCTION OF NEW APPRAISALS SYSTEMS IN THE PUBLIC SERVICES OF THE COMMONWEALTH CARIBBEAN

BISSESSAR, ANN MARIE

Public Personnel Management, n.º 2/2000, pág. 277

Sumario
1. The introduction of a system of performanceappraisal in Trinidad and Tobago. 2. Structural adjustmentand performance appraisal. 3. The implementation of aperformance appraisal system in Jamaica - The imposition ofstructural adjustment measures. 4. The Introduction of asystem of performance appraisal in Guyana. 5. Conclusion.

THE LEGAL RAMIFICATIONS OF PERFORMANCE APPRAISAL: THE GROWING SIGNIFICANCE

MARTIN, DAVID C.;BARTOL, KATHRYN M.;KEHOE, PATRICK E.

Public Personnel Management, n.º 3/2000, pág. 379

Sumario
1. Layoff Cases. 2. Discrimination in Promotion. 3.Discharge Cases. 4. Pay For Performance Cases. 5. MultipleIssues in Performance Related Cases. 6. Due Process in thePerformance Appraisal System. 7. Conclusion.

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