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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

TRADITIONAL AND FAMILY-FRIENDLY BENEFITS PRACTICES IN LOCAL GOVERNMENTS: RESULTS FRON A NATIONAL SURVEY

ROBERTS, GARY E.; GIANAKIS, JERRY A.; MCCUE, CLIFFORD; WANG, XIAOHU

Public Personnel Management, n.º 3/2004, pág. 307

Sumario
1. LITERATURE REVIEW. 2. BENEFIT CATEGORIES. 3. LOCAL GOVERNMENT BENEFITS LITERATURE. 4. FAMILY-FRIENDLY BENEFITS AND PERSONNEL OUTCOMES. I. METHODOLOGY. II. FINDINGS. III. CONCLUSION.

TRAINING AND DEVELOPMENT: BEST PRACTICES

BJORNBERG, LINDA

Public Personnel Management, n.º 4/2002, pág. 507 a 516

Sumario
1. BROWARD COUNTY, FLORIDA 2. HENNEPIN COUNTY, MINNESOTA

TRAINING NEEDS ASSESSMENT: A MUST FOR DEVELOPING AN EFFECTIVE TRAINING PROGRAM

BROWN, JUDITH

Public Personnel Management, n.º 4/2002, pág. 569 a 574

Sumario
1. THE PURPOSE AND OBJECTIVE FOR CONDUCTING NEEDS ASSESSMENT 2. CONDUCTING A NEEDS ANALYSIS

TRAINING PRACTICES IN STATE GOVERNMENT AGENCIES

GRAY, GEORGE R.;HALL,MCKENZIE E.;MILLER, MARIANNE

Public Personnel Management, n.º 2/1997, pág. 187

Sumario
1. Method. 2. Results. 3. The data gathering process. 4. Training methods. 5. Post-training assessment. 6. Overview of needs assessment. 7. Conclusion.

TURNOVER: THE REAL BOTTOM LINE

ABBASI, SAMI M.;HOLLMAN, KENNETH W.

Public Personnel Management, n.º 3/2000, pág. 333

Sumario
1. Consequences of Turnover. 2. What CausesTurnover. a) Hiring Practices. b) Managerial Style. c) Lackof Recognition. d) Lack of Competitive Compensation System.e) Toxic Workplace Environment. 3. Conclusion.

UNDERSTANDING AFFIRMATIVE ACTION: FROM THE PRACTITIONER'S PERSPECTIVE

PACE, JOSEPH MICHAEL;SMITH, ZACHARY

Public Personnel Management, n.º 2/1995, pág. 139

UNDERSTANDING AFFIRMATIVE ACTION: FROM THE PRACTITIONER'S PERSPECTIVE

PACE, JOSEPH MICHAEL;SMITH, ZACHARY

Public Personnel Management, n.º 2/1995, pág. 139

UNDERSTANDING EMPLOYEE TRUST IN MANAGEMENT: CONCEPTUAL CLARIFICATION AND CORRELATES

PERRY, RONALD W.; MANKIN, LAWRENCE D.

Public Personnel Management, n.º 3/2004, pág. 277

Sumario
1. DEFINING AND MEASURING TRUST IN MANAGEMENT. 2. CORRELATES OF MANAGERIAL TRUST. 3. RESEARCH METHODS. 4. RESULTS. 5. CONCLUSIONS.

UNIONS IN THE 21st CENTURY

MOSCA, JOSEPH B.;PRESSMAN, STEVEN

Public Personnel Management, n.º 2/1995, pág. 159

Sumario
1. Sources of Union Membership Decline. 2. A Turnabout in Public Perceptions of Unions. 3. Positive Signs for Unions. 4. The Future Projectd.

UNLOCKING THE HUMAN POTENTIAL FOR PUBLIC SECTOR PERFORMANCE

BERTUCCI, GUIDO

Public Personnel Management, n.º 3/2006, pág. 175 a 179

Sumario
1. DEMOGRAPHIC CHANGES. 2. LABOR MIGRATION. 3. HIV/AIDS. 4. POLICY RECOMMENDATIONS. 5. MERIT APPOINTMENT: THE BEST PERSON FOR THE JOB. 6. REMUNERATION: BALANCING MOTIVATION, EQUITY AND ABILITY TO PAY. 10. PERFORMANCE MANAGEMENT: SUPPORTING AND DEVELOPING STAFF. 11. OUTSOURCING: A DOUBLE-EDGED SWORD. 12. LEADERSHIP IN THE PUBLIC SECTOR: LEADING BY EXAMPLE. 13. PUBLIC SECTOR AS A LEARNING ORGANIZATION. 14. PROFESSIONALIZING HRM: TOWARDS "STRATEGIC SPECIALIZATION".

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