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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

THE QUEST FOR THE QUALIFIED JOB SURFER: IT'S TIME THE PUBLIC SECTOR CATCHES THE WAVE.

COBER, RICHARD T.;BROWN, DOUGLAS J.;BLUMENTAL, ALANA J.;DOVESPIKE, DENNIS

Public Personnel Management, n.º 4/2000, pág. 479

Sumario
1. Online recruitment - a strategic human resourcessolution. 2. Cost of recruitment. 3. Communication of uniqueorganizational qualities. 4. First impressiones. 5.Apllicant-organization fit. 6. Expediting the applicationprocess. 7. Issues in desinging corporate employment sites.8. Attracting applicants to organizational web sites. 9.Engaging potential apllicants at a web site. 10. Onlineapplication. 11. Examination of public sector organization'sonline employment sites. 12. Suggestions for practice. 13.Conclusion.

THE RELATIONSHIP BETWEEN SELF-ESTEEM AND JOB SATISFACTION OF PERSONNEL IN GOVERNMENT ORGANIZATIONS.

HAMID REZA ALAVI; MOHAMMAD REZA ASKARIPUR.

Public Personnel Management, n.º 4/2003, pág. 591 a 600

Sumario
I. METHOD. II. FINDINGS. III. RESULTS. IV. DISCUSSION.

THE RESTRUCTURING OF JOBS FOR THE YEAR 2000

MOSCA, JOSEPH B.

Public Personnel Management, n.º 1/1997, pág. 43

Sumario
1. Documentation. 2. Voluntary vs. Involuntary Part Time Work. 3. Causes. 4. Changing jobs and skills for the year 2000. 5. How are jobs being restructured. 6. Are employees ready for the year 2000? 7. Organizational development will include these elements in the future. 8. Conclusion.

THE SEARCH FOR A NEW MODEL FOR SALARY MANAGEMENT: IS THERE SUPPORT FOR PRIVATE SECTOR PRACTICES?

RISHER, HOWARD

Public Personnel Management, n.º 4/1997, pág. 431

Sumario
1. The new model for salary management. 2.Comparing public and private sector viewpoints. 3. Surveyresults. 4. Implications of the findings.

THE SELECTION OF ENTRY-LEVEL CORRECTIONS OFFICERS: PENNSYLVANIA RESEARCH

SPROULE, CHARLES F.;BERKLEY, STEPHEN

Public Personnel Management, n.º 3/2001, pág. 377

Sumario
1. Purpose and Organization of this Article. 2.Adverse-Impact Analysis. 3. 1997 Assessment Process andFindings. 4. Physical Standards and Medical Guidelines:Development and Validation. 5. Summary, Conclusions, andFuture Research.

THE TRANSFORMATION OF THE SOUTH AFRICAN PUBLIC SERVICE, 1994-1997

FIFIELD, GERRIE

Public Personnel Management, n.º 3/1998, pág. 385

Sumario
1. Rationalization as a precursor to transformationand reform. a) First and foremost, establishing a new legalframework for administration. b) Assignment of politicalexecutive powers for the administration of laws. c)Organizational rationalization. d) Rationalization of termsand conditions of service. e) Staffing of the rationalizedstructures. 2. Transformation and reform elements in therationalization process. a) Representativeness and affirmative action. b) Human resource development. c)Employment conditions. d) Leaner public service. e) A codeof conduct for the public service. 3. Transformation andreform. a) The white paper on the transformation of thepublic service. 4. Transformation priorities. a) Creating aleaner and more cost-effective service. b) Contracting-outof services through partnerships. c) Institution buildingand management. d) Representativeness and affirmativeaction. e) Transformating service delivery. f) Democratizingthe State. g) Human resource development and capacitybuilding. h) Employment conditions and labor relations. 5.Carrying the transformation process forward. a) Givingpractical effect to a new model for state administration.

THE USE OF UNION DUES FOR POLITICAL ACTIVITY - CURRENT STATUS

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

Public Personnel Management, n.º 1/2002, pág. 121

Sumario
1. Historical Overview. 2. A Brief Overview of Labor Relations and the Legal Environment-Public Sector. 3. The Current Status of Union Dues and Political Activity. 4. Paycheck Protection Legislation. 5. Conclusion.

THE WORKPLACE: A BATTLEGROUND FOR VIOLENCE

CHENIER, ERROL

Public Personnel Management, n.º 4/1998, pág. 557

Sumario
1. Analyzing the workplace. 2. Areas of violence.3. Causes of violence. 4. Crisis management. 5. Security. 6.Preventive maintenance by management. 7. Developing trainingand educational programs. 8. Interview with an OSHArepresentative. 9. Evaluating preventive programs. 10.Conclusion.

TITLE VII SEX DISCRIMINATION IN THE PUBLIC SECTOR IN THE 1990s: THE COUNRTS' VIEW

GREENLAW, PAUL S.;KOHL, JOHN P.;LEE,JR. ROBERT D.

Public Personnel Management, n.º 2/1998, pág. 249

Sumario
1. McDonnell Douglas corp. v. Green (1973). 2. The uniform guidelines on employee selection procedures (UGESP). 3. Hiring decisions. 3. Compensation and benefits. 4. Assignment and transfer. 5. Hospital and correctional Institutions. 6. Other assignment cases. 7. Promotion. 8. Discharge. 9. Summary and overview. 10. Appendix: other cases.

TOTALLY INTEGRATED EMPLOYEE BENEFITS

CHAMPION-HUGHES, RUTH

Public Personnel Management, n.º 3/2001, pág. 287

Sumario
1. Good Quality of Work Life (QWL). 2. Stabilityand Responsibility. 3. The Productivy Goal. 4. Everyone is aQuality Inspector. 5. Tuition Reimbursement. 6. JobSecurity. 7. Performance Appraisals. 8. Gainsharing. 9.Flexible Work Schedules. 10. Employee Assistance Programs.11. Dual-Career Families. 12. Family-Friendly Benefits:The Totally Integrated System between Work and Family. 13.Summary.

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