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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

AN EMPIRICAL EXAMINATION OF RESOURCES IN A DIVERSE ENVIRONMENT

GILBERT, JACQUELINE A.

Public Personnel Management, n.º 2/2000, pág. 175

Sumario
1. Hypothesis 1: Perceived resources and work groupintegration are positively associated. 2. Hypothesis 2:Perceived resources and empowerment are positivelyassociated. a) Method. b) Measures. c) Results. d)Discussion.

AN EXAMINATION OF EMPLOYEE BENEFITS COST CONTROL STRATEGIES IN NEW JERSEY LOCAL GOVERNMENTS

ROBERTS, GARY E.

Public Personnel Management, n.º 3/2001, pág. 303

Sumario
1. Benefit Categories. 2. Cost-Control Strategies.3. Cost-Shifting Strategies. 4. Structural Solutions. 5.Methods. 6. Organizational and Respondent Characteristics.7. Analysis. 8. Traditional Benefits. 9. Family-FriendlyBenefits. 10. Contributors to Fiscal Stress. 11. Strategiesto Reduce Fiscal Stress. 12. Part-Time Employment. 13.Discussion. 14. Recommendations. 15. Conclusion.

AN EXAMINATION OF ORGANIZATIONAL TRUST ANTECEDENTS

GILBERT, JACQUELINE A.;LI-PING TANG, THOMAS

Public Personnel Management, n.º 3/1998, pág. 321

Sumario
1. Organizational trust. 2. Communication andorganizational trust. 3. Trust and demographic variables. 4.Method. a) Participants. b) Measures. c) Results. 5.Discussion. 6. Conclusion.

APPLYING FOR JOBS ONLINE: EXAMINING THE LEGALITY OF INTERNET-BASED APPLICATION FORMS.

WALLACE, J. CRAIG;TYE, MARY G.;VODANOVICH, STEPHEN J.

Public Personnel Management, n.º 4/2000, pág. 497

Sumario
1. Method: sample and procedure. 2. Results. 3.Discussion.

APPLYING THE THEORY OF CONSTRAINTS TO A PUBLIC SAFETY HIRING PROCESS.

LLOYD J. TAYLOR III, P.E. , BRIAN J.MOERSCH, Y GERALYN MCLURE FRANKLIN.

Public Personnel Management, n.º 3/2003, pág. 367 a 382

Sumario
I. BACKGROUND ON THE ODESSA POLICE DEPARTMENT. II. THE HIRING PROCESS OF THE OPD. III. THE APLLICATION OF THE TOC TO THE OPD HIRING PROCESS. IV. DEVELOPING A CURRENT REALITY TREE (CRT). V. SHAT TO CHANGE TO?. VI. DEVELOPING AN EVAPORATING CLOUD (EC). ...

ARE PUBLIC EMPLOYERS READY FOR A NEW PAY PROGRAM?

RISHER, HOWARD

Public Personnel Management, n.º 3/1999, pág. 323

Sumario
1. What's changed?. 2. Problems with traditionalprogram concepts. 3. Banding - The New framework for salarymanagement. 4. Market pricing - The new Focus on externalpay levels. 5. Pay-for-performance - The new focus onemployee contribution. 6. What about pay equity?. 7.Shifting compensation beliefs and program goals. 8. Whichpah is the future?.

ATTRIBUTIONS OF QUALITY CIRCLES' PROBLEM-SOLVING FAILURE: DIFFERENCES AMONG MANAGEMENT, SUPPORTING STAFF, AND QUALITY CIRCLE MEMBERS

LI-PING TANG, THOMAS;AGUILAR BUTLER, EDIE.

Public Personnel Management, n.º 2/1997, pág. 203

Sumario
1. Factors related to QCs' failure. 2. QCs' problem-solving failure. 3. Ratio of problem-solving failure. 4. The present study. 5. Method. 6. The present study. 7. Measurement. 8. Results. 9. Factors of the QC attribution survey. 10. The nomological network (construct validity) of the QC survey. 11. Attributional differences. 12. Discussion.

BENCHMARKS IN MANAGEMENT TRAINING

PADDOCK, SUSAN C.

Public Personnel Management, n.º 4/1997, pág. 441

Sumario
1. Developing benchmarks. 2. The study process. 3.Oversight and leadership of the program. 4. Stability ofadministrative and financial support. 5. Consistentmanagement philosophy. 6. Administrative control. 7.Selection and support of participants. 8. Accessibility. 9.Preparation for and application of classroom learning. 10.Quality of program delivery. 11. Evaluation of participants.12. Ongoing program evaluation. 13. Summary and conclusion.14. List of benchmarks for management training.

BEWARE AND PREPARE: THE GOVERNMENT WORKFORCE OF THE FUTURE.

GREEN, MARNIE E.

Public Personnel Management, n.º 4/2000, pág. 435

Sumario
1. Shorter career life cycles. 2. IncreasingAcceptance of Technology. 3. Increased demand for learningat work. 4. Increases focus on lifestyle. 5. New generationsof workers. 6. Demographics and aging. 7. The need forsuccesion planning and talent management. 8. Successionplanning: two dirty words. 9. Talent management: a new dayin government. 10. Talen management in action. 11. Beyondtalent management.

BEYOND CIVIL SERVICE: THE CHANGING FACE OF PUBLIC PERSONNEL MANAGEMENT

KLINGNER, DONALD E.;BRADSHAW LYNN, DAHLIA

Public Personnel Management, n.º 2/1997, pág. 157

Sumario
1. Alternatives to civil service. 2. Alternative mechanisms for delivering public services. 3. Flexible employment relationships for the remaining public employees. 4. Impact on the role of the public personnel manager. 5. Changes in job duties. 6. Changes in Job objectives. 7. Changes in required knowledge, skills and abilities. 8. How well are public personnel managers prepared for these changes?. 9. Conclusions and recommendations.

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