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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

USING JOB PERFORMANCE AS A COMPONENT OF CIVIL SERVICE EXAMINATIONS

SOUTHWORTH, DIXON

Public Personnel Management, n.º 3/2000, pág. 407

Sumario
1. Investigating Job Performance. 2. WorkBehaviors. 3. Work Results. 4. The Performance AssessmentProcess. 5. Evaluating the Results. 6. Discussion. 7.Conclusion.

WHAT DO RECRUITERS WANT IN A PUBLIC SECTOR MANAGER?

REDMAN, TOM;MATHEWS, BRIAN P.

Public Personnel Management, n.º 2/1997, pág. 245

Sumario
1. Data collection. 2. Results. 3. Discussion and conclusions.

WHAT MOTIVATES MUNICIPAL EMPLOYEES: A COMPARISON STUDY OF SUPERVISORY VS. NON-SUPERVISORY PERSONNEL

JURKIEWICZ, CAROLE L.;MASSEY, JR.TOM K.

Public Personnel Management, n.º 3/1997, pág. 367

Sumario
1. Theoretical Orientation. 2. Methodology. 3. Discussion and implications.

WHEN DOES IT HURT TO TELL THE TRUTH? THE EFFECT OF REALISTIC JOB REVIEWS ON EMPLOYEE RECRUITING

MEGLINO, BRUCE M.;RAVLIN, ELIZABETF C.;DENISI, ANGELO S.

Public Personnel Management, n.º 3/1997, pág. 413

Sumario
1. Studies and acceptance rates. 2. Prior job exposure. 3. Results. 4. Discussion.

WHISTLEBLOWER RETALIATION IN THE PUBLIC SECTOR

LEE, KATIE; KLEINER, BRIAN

Public Personnel Management, n.º 4/2011, pág. 341 a 348

Sumario
1. The whistleblower Protection Act. 2. Cases Against the Whistleblower Regulatory Agencies. 3. Paul Revere Freedom to Warn Act. 4. Notification of Federal Employees Antidiscrimination and Retaliation Act (No Fear). 5. Loopholes in the Laws. 6. National Security Personnel System (NSPS). 7. Conclusion.

WHY AGE MATTERS IN THE WORK PREFERENCES OF PUBLIC EMPLOYEES: A COMPARISON OF THREE AGE-RELATED EXPLANATIONS

BRIGHT, LEONARD

Public Personnel Management, n.º 1/2010, pág. 1 a 14

Sumario
I. LITERATURE REVIEW. 1. Age & Work Preferences. 2. Age-Related Explanations. 3. Implications of Explanations. 4. Study Question. 5. Research Methodology. 6. Age-Related Explanations. 7. Work Preferences. 8. Control Variables. 9. Analysis Procedures. II. FINDINGS AND DISCUSSION. 1. Study Assumptions. 2. Competing Explanations. III. CONCLUSION OF STUDY.

WOMEN AND MINORITYES IN STATE GOVERNMENT AGENCIES

CHON-KYUN, KIM

Public Personnel Management, n.º 2/2004, pág. 165 a 175

Sumario
SUMMARY: 1. THEORIES AND HYPOTHESES FEMALE AND MINORITY EMPLOYMENT 2. DATA AND METHODS 3. DEPENDENT VARIABLE 4. INDEPENDENT VARIABLES 5. ANALYSIS AND FINDINGS 6. OCCUPATION TYPE AND SALARY LEVEL 7. AGENCY LOCATION 8. AGENCY TYPE 9. AGENCY SIZE 10. AFFIRMATIVE ACTION 11. CONCLUSION

WORK-FAMILY EXPERIENCES AND THE INSIGHTS OF MUNICIPAL GOVERNMENT EMPLOYEES: A CASE STUDY

SECRET, MARY; SWANBERG, JENNIFER

Public Personnel Management, n.º 2/2008, pág. 199 a 221

Sumario
I. Literature review. 1. Research on the intersection of paid work and family life. 2. Studies of work-life issues and programs in the public sectors and in local governments. 3. Overview of the current study. II. Methodology. 1. Procedure and sample. 2. Focus group questions and interview guide. 3. Data analysis. III. Findings. 1. Employees' personal circumstances and expectations about family friendly work environments. 2. The nature of the work environment: a day in the life of a city employee. 3. Links between home and work: trying to manage everything. 4. Organizational culture and philosophy. 5. Strategies and needed changes. a) Structural changes. b) Cultural changes. c) Resource changes. IV. Discussion. V. Notes.

WORKFORCE PLANNING NOT A COMMON PRACTICE, IPMA-HR STUDY FINDS

JOHNSON, GILBERT L.; BROWN, JUDITH

Public Personnel Management, n.º 4/2004, pág. 379

Sumario
I. SURVEY RESULTS. II. WORKFORCE PLANNING PROCESS' ALIGNMENT WITH ORGANIZATION STRATEGIC PLAN. III. WORKFORCE PLANNING STAFF SIZE. IV. WORKFORCE PLAN ELEMENTS. V. WORKFORCE PLANNING AUTOMATED SYSTEMS. VI. NEW PROGRAMS/STRATEGIES IMPLEMENTED AS A RESULTS OF WORKFORCE PLANNING ANALYSIS. VII. BARRIERS PREVENTING PRODUCTION OF COMPLETE AND TIMELY WORKFORCE PLANS. VIII. SUCCESSION PLANNING. IX. BENEFITS OR POSITIVE OUTCOMES REALIZED BY ORGANIZATIONS AS A RESULT OF THEIR WORKFORCE PLANNING PROCESS.

WORKPLACE BULLYING: CURING THE CANCER OF THE AMERICAN WOKPLACE

GLENDINNING, PETER M.

Public Personnel Management, n.º 3/2001, pág. 269

Sumario
1. Summary. 2. Conclusions.

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