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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

BLURRING THE LINE BETWEEN PUBLIC AND PRIVATE SECTORS: THE CASE OF POLICE OFFICERS' OFF-DUTY EMPLOYMENT

BRUNET, JAMES R.

Public Personnel Management, n.º 2/2008, pág. 161 a 174

Sumario
I. Literature Review. 1. Extent of multijobholding within policing. 2. Potential benefits and problems associated with off-duty employment. 3. Models for regulating off-duty employment. 4. State of secondary employment today. 5. Extent of off-duty employment. 6. Management models. II. The blurred relationship between public and private. III. Maximizing public benefits. IV. Conclusions.

BRIDGING THE KNOWLEDGE AND SKILLS GAP: TAPPING FEDERAL RETIREES

LIEBOWITZ, JAY

Public Personnel Management, n.º 4/2004, pág. 421

Sumario
1. UNDERSTANDING THE SKILLS GAP. 2. BRIDGING THE SKILLS GAP. 3. TAPPING FEDERAL RETIREES AS EMPLOYEES. 4. TAPPING FEDERAL RETIREES AS A RESOURCE. 5. GOVERNMENT EXPERIENCE WITH TAPPING FEDERAL RETIREES. 6. RECOMMENDATIONS.

CANDIDATE REDUCTION STRATEGIES

COFFEE, KAREN

Public Personnel Management, n.º 4/1998, pág. 459

Sumario
1. Candidate reduction strategies. a) Limit theinitial number applicants. b) Limit the number of applicantswho participate in the examination. c) Test administrationprocedures. d) Test content. e) Miscellaneous strategies. 2.Conclusion.

CAREER MOBILITY AND BRANDING IN THE CIVIL SERVICE: AN EMPIRICAL STUDY

K. ITO, JACK

Public Personnel Management, n.º 1/2003, pág. 1 a 19

Sumario
1. THE STUDY 2. SEEKING POSITIONS IN THE PUBLIC SERVICE 3. MOBILITY 4. BARRIERS TO DEVELOPMENT 5. TRANSITIONS FORM RANK AND FILE TO SUPERVISOR 6. ATTITUDES, CAREER CHARACTERISTICS, AND ORGANIZATIONAL FACTORS 7. THREE ATTITUDES ABOUT THE CAREER 8. CAREER CHARACTERISTICS 9. SUPERVISORY ROLES 10. RELATIONSHIPS AMONG THE VARIABLES 11. GROUPINGS OF VARIABLES 12. OTHER FINDINGS 13. CONCLUDING COMMENTS 14. CONTENT NOTES

CAREER RISK AND REWARD FROM PRODUCTIVITY

BERMAN, EVAN M.;WEST, JONATHAN P.

Public Personnel Management, n.º 3/1999, pág. 453

Sumario
1. Framework. 2. Methods. 3. Findings. 4.Discussion.

COMMUNICATION THEORY AND TRAINING APPROACHES FOR MULTICULTURALLY DIVERSE ORGANIZATIONS: HAVE ACADEMICS AND PRACTITIONERS MISSED THE CONNECTION?

ARAI, MARGUERITE;WANCA-THIBAULT, MARYANNE;SHOCKLEY-ZALABAK, PAMELA

Public Personnel Management, n.º 4/2001, pág. 445

Sumario
1. Types of Formal Diversity Training. 2.Organization Training Examples. 3. Communication Approachesin Diversity Training. 4. Issues for Diversity Training. 5.Success Factors for Diversity Training. 6. HumanCommunication Theory and Diversity Training.

COMPARING PUBLIC AND PRIVATE CHOICES OF MANAGED HEALTH CARE PLANS: RHETORIC VERSUS REALITY

REDDICK, CHRISTOPHER

Public Personnel Management, n.º 3/2007, pág. 223 a 245

Sumario
I. INTRODUCTION AND BACKGROUND. A. DEFINITIONS OF MANAGED CARE PLANS. B. CLASSIFICATION OF PRIVATE AND PUBLIC SECTORS. C. EXISTING SURVEY EVIDENCE ON CONTROLLING COST. II. LITERATURE REVIEW. A. PUBLIC SECTOR VERSUS PRIVATE SECTOR. B. ORGANIZATIONAL AND COMMUNITY FACTORS. C. CHARACTERISTICS OF HEALTH CARE BENEFITS. D. MANAGING CHANGE PERCEPTIONS. III. HYPOTHESES. A. PUBLIC/PRIVATE SECTORS. B. ORGANIZATIONAL AND COMMUNITY FACTORS. C. CHARACTERISTICS OF HEALTH BENEFITS. D. MANAGING CHANGE PERCEPTIONS. IV. DATA. V. COMPARING PUBLIC AND PRIVATE PLANS. A. CHANGE IN PREMIUMS. B. NUMBER OF PLANS OFFERED. C. NONTRADITIONAL PARTNERS. D. ALTERNATIVE HEALTH CARE PLANS. VI. RESULTS. A. DESCRIPTIVE STATISTICS. B. DEPENDENT VARIABLES SUMMARY STATISTICS. C. PREDICTOR VARIABLES SUMMARY STATISTICS. D. LOGISTIC REGRESSION RESULTS. E. PUBLIC PRIVATE RESULTS. F. ORGANIZATIONAL AND COMMUNITY FACTORS RESULTS. G. CHARACTERISTICS OF HEALTH BENEFITS RESULTS. H. MANAGED CHANGE PERCEPTIONS. VII. DISCUSSION. VIII. CONCLUSION. IX. LIMITATIONS AND FUTURE RESEARCH.

COMPETENCIES AND MANAGERIAL EFFECTIVENESS: PUTTING COMPETENCIES TO WORK

PICKETT, LES

Public Personnel Management, n.º 1/1998, pág. 103

Sumario
1. High performance workforce. 2. Knowledge and learning. 3. Management competence. 4. Success factors. 5. Common problems. 6. Reasons for introducing competencies. 7. How many competencies?. 8. Integrating Key competencies. 9. The learning organization: 10. Competencies and performance levels. 11. Competencies and performance management. 12. Determining development needs. 13. Key features of competencies. 14. Implementing a mangerial competency program: An executive guide to action. 15. Applying the competency outlines.

CONSOLIDATING PERSONNEL ADMINISTRATION SERVICES: SUGGESTIONS FROM THE DEPARTMENT OF DEFENSE EDUCATION ACTIVITY'S EXPERIENCE

WOODWARD, MALCOLM S.

Public Personnel Management, n.º 3/1997, pág. 403

Sumario
1. Background. 2. Experience. 3. Coping with resistance. 4. The unexpected steep uphill struggle. 5. Improvement begins. 6. Conclusion.

COOPERATIVE LABOR-MANAGEMENT RELATIONS AS A STRATEGY FOR CHANGE: THE CRITICAL ROLE AND OPPORTUNITY FOR THE HUMAN RESOURCE PROFESSION

BROCK, JON

Public Personnel Management, n.º 1/1998, pág. 1

Sumario
1. A new labor-management relationship. 2. The education and training component. 3. Mitigating conflict. 4. Cost-efficient and improved service delivery. 5. Success stories illustrated.

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