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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

THE LOCATION OF SUBREGIONAL OFFICES: AN EMERGING ISSUE FOR HR MANAGERS IN GOVERNMENT

FOK, LILLIAN;HARTMAN, SANDRA J.;FOK, WING M.

Public Personnel Management, n.º 4/2001, pág. 515

Sumario
1. Facility Location Problem in Manufacturing andService. 2. The Problem Scenario. 3. Techniques for FacilityLocation Problems. 4. Methodology. 5. The TraditionalCenter-of-Gravity Method. 6. The Ardalan Heuristic. 7. AProposed Simulation Routine. 8. Results and Discussion. 9.Conclusion.

THE LOSS OF TALENT: WHY LOCAL AND STATE LAW ENFORCEMENT OFFICERS RESIGN TO BECOME FBI AGENTS AND WHAT AGENCIES CAN DO ABOUT IT

BOWMAN, MARK D.; CARLSON, PETER M.; COLVIN, ROBERT E.; GREEN, GARY S.

Public Personnel Management, n.º 2/2006, pág. 121 a 136

Sumario
1. THE PROBLEM OF TURNOVER IN LAW ENFORCEMENT AGENCIES. 2. TURNOVER RESEARCH. 3. INDIVIDUAL MOTIVATION. A. THE EQUITY THEORY OF MOTIVATION. B. THE EXPECTANCY THEORY OF MOTIVATION. C. JOB DESIGN THEORY. D. JOB DESIGN'S RELATIONSHIP TO THE EXPECTANCY THEORY. E. JOB DESIGN RESEARCH IN LAW ENFORCEMENT AGENCIES. 4. METHODOLOGY. A. THE INSTRUMENT. B. THE PILOT SURVEY. C. THE VARIABLE MEASURES. 5. DATA COLLECTION PROCEDURES. A. DATA COLLECTION PHASE. 6. RESULTS. A. DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS. 7. IMPLICATIONS FOR STATE AND LOCAL LAW ENFORCEMENT.

THE LUEVANO CONSENT DECREE AND PUBLIC PERSONNEL REFORM

MARTINEZ, J. MICHAEL

Public Personnel Management, n.º 3/2008, pág. 327 a 338

Sumario
I. The underlying issue: pace and "adverse impact". 1. Civil service examinations. II. PACE and merit. III. PACE's proportionality problem. IV. The luevano consent decree and "life after PACE". 1. Phase-out of PACE. 2. The outstanding scholar and bilingual/bicultural programas. 3. Schedule B and problems of noncompetitive hiring. V. ACWA. VI. Luevano and next steps in civil service reform.

THE MEASUREMENT. USE, AND DEVELOPMENT OF INTELLECTUAL CAPITAL TO INCREASE PUBLIC SECTOR PRODUCTIVITY

AGOR, WESTON H.

Public Personnel Management, n.º 2/1997, pág. 175

Sumario
1. Introduction. 2. Intellectual capital. 3. Types of intellectual capital required. 4. A model of intellectual capital for organizations. 5. How to measure, use and develop intellectual capital. 6. Results from field testing of BSM program. 7. Conclusión.

THE METRICS OF WORKFORCE PLANNING

ANDERSON, MARTIN W.

Public Personnel Management, n.º 4/2004, pág. 363

Sumario
I. THE BASIC WORKFORCE PLANNING MODEL. II. THE METRICS OF WORKFORCE PLANNING. III. WORKFORCE "SHAPE". IV. DISCUSION.

THE NATURE OF LITIGATION SURROUNDING FIVE SCREENING DEVICES

TERPSTRA, DAVID E.;KETHLEY, R. BRYAN;FOLEY, RICHARD T.;LIMPAPHAYOM, WANTHANEE

Public Personnel Management, n.º 1/2000, pág. 43

Sumario
1. Brief review of devices. 2. Study of relativedegree of litigation. 3. Results and discussion. 4. Summaryand conclusion.

THE NEW AGE EMPLOYEE: AN EXPLORATION OF CHANGING EMPLOYEE-ORGANIZATION RELATIONS

MIR, ALI;MIR, RAZA;MOSCA, JOSEPH B.

Public Personnel Management, n.º 2/2002, pág. 187

Sumario
1. The New Age Employee and Issues of Commitment. 2. A Framework for Managing the New Age Employee. 3. Implications for the Public Sector. 4. Conclusion.

THE NEXT WAVE OF CIVIL SERVICE REFORM.

DONNA D. BEECHER.

Public Personnel Management, n.º 4/2003, pág. 457 a 474

Sumario
I. GENERAL CHARACTERISTICS OF THE NEXT WAVE OF DEMONSTRATION PROJECTS. 1.ORGANIZATIONAL PERFORMANCE. 2.SIMPLICITY AND FLEXIBILITY. 3.LEADERSHIP. II. SPECIFIC CONCEPTS FOR THE NEXT WAVE OF DEMONSTRATION PROJECTS. 1.HIRING. 2.COMPENSATION AND PERFORMANCE. 3.CORRECTING POOR PERFORMANCE. 4.LAY-OFFS. 5.LEAVE. 6.LABOR-MANAGEMENT RELATIONS. III. CONCLUSION.

THE PERSONNEL FUNCTION IN SMALL PUBLIC ORGANIZATIONS

HAMILTON, DAVID K.

Public Personnel Management, n.º 3/1995, pág. 399

Sumario
1. Data Collection. 2. No Designated Personnel Administrator. 3. Part-Time Personnel Administrator. 4. Full-Time Personnel Administrator. 5. Training in the Personnel Function. 6.Designating A Personnel Administrator. 7. Policy Recommendations. 8. Conclusion.

THE PUBLIC SERVICE ETHIC IN THE NEW PUBLIC PERSONNEL SYSTEMS

PFIFFNER, JAMES P.

Public Personnel Management, n.º 4/1999, pág. 541

Sumario
1. The Illusion of smaller government and itseffect on the public service. 2. The ideal of merit in theworld of contracting. 3. The public service ethic andaccountability. a) Commitment to the public interest. b)Organizational acountability. c) Individuals and the publicservice ethic. 4. Conclusion.

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