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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

CREATING A LEADERSHIP DEVELOPMENT PROGRAM: NINE ESSENTIAL TASKS

PERNICK, ROBERT

Public Personnel Management, n.º 4/2001, pág. 429

Sumario
1. Core Program Premises. 2. Overall Approach. 3.Conclusion.

CRIMINAL BACKGROUND CHECKS FOR PROSPECTIVE AND CURRENT EMPLOYEES: CURRENT PRACTICES AMONG MUNICIPAL AGENCIES

CONNERLEY, MARY L.;ARVEY, RICHARD D.;BERNARDY, CHARLES J.

Public Personnel Management, n.º 2/2001, pág. 173

Sumario
1. Negligent Hiring. 2. Public Sector AgenciesConducting Criminal Background Checks. 3. When does theBackground Check Occur in the Hiring Process?. 4. Who Doesthe Investigation?. 5. Background Checks on CurrentEmployees?. 6. Legal Challenge to Background Check?. 7.Issues and Concerns Related to Conducting Background Checks.8. Privacy Issues. 9. Conclusions.

CULTURAL DIVERSITY PROGRAMS TO PREPARE FOR WORK FORCE 2000: WHAT'S GONE WRONG?

RICCUCCI, NORMA M.

Public Personnel Management, n.º 1/1997, pág. 35

Sumario
1. Organizational responses to changing demographics. 2. Problems in organizational responses to changing demographics. 3. Conclusion.

DEONTOLOGICAL DIMENSIONS OF ADMINISTRATIVE ETHICS, REVISITED

CLARK CHANDLER, RALPH

Public Personnel Management, n.º 4/1999, pág. 505

Sumario
1. The Athenian Oath.

DESIGNING A SAFETY NET FOR DISABLES EMPLOYEES

FINKLE, ARTHUR L.

Public Personnel Management, n.º 1/1997, pág. 123

Sumario
1. What about wage replacement?. 2. Personal injury indemnification. 3. Temporary disability insurance. 4. unemployment compensation. 5. Disability retirement. 6. Accidental disability retirement. 7. Regular retirement. 8. Social security disability (SST). 9. Social security income (SSI). 10. Regular sopcial security. 11. Public assistance (Welfare Programs). 12. How do we ensure continued medical care?. 13. Leaves.

DETERMINANTS OF JOB SATISFACTION OF FEDERAL GOVERNMENT EMPLOYEES

TING, YUAN

Public Personnel Management, n.º 3/1997, pág. 313

Sumario
1. Theoretical framework and research hypotheses. 2. Job characteristics. a) Pay satisfaction and career growth. b) Task clarity. c) Skill utilization. d) Task significance. 3. Organizational characteristics. a) Organizational commitment. b) Relationship with Co-Workers and supervisors. 4. Individual characteristics. a) Public spirit. b) Age. c) Education. d) Race and Sex. 5. Data. a) Sampling techniques. 6. Methodology. a) Dependent variable. 7. Model specifications. 8. Independent variables. a) Job characteristics. b) Organizational characteristics. c) Individual characteristics. 9. Empirical findings. 10. Conclusion and discussion. a) Summary. 11. Research implications. 12. Organizational implications.

DETERMINANTS OF JOB SATISFACTION OF MUNICIPAL GOVERNMENT EMPLOYEES

ELLICKSON, MARK C.

Public Personnel Management, n.º 3/2002, pág. 343 a 358

Sumario
1. LITERATURE REVIEW AND RESEARCH EXPECTATIONS. 2. DATA AND MEASURES. 3. RESULTS. 4. DISCUSSION AND CONCLUSION. 5. NOTES.

DEVELOPING A DRUG TESTING POLICY AT A PUBLIC UNIVERSITY: PARTICIPANT PERSPECTIVES

GRIFFIN, STEPHEN O.;KELLER, ADRIENNE;COHN, ALAN

Public Personnel Management, n.º 4/2001, pág. 467

Sumario
1. Background and Rationale. 2. Implementation. 3.Advantages and Disadvantages of Drug Testing. 4. ParticipantPerspectives. 5. Discussion.

DEVELOPING EFFECTIVE INTERNSHIPS WITHIN PUBLIC SECTOR ORGANIZATIONS

CUPPS, STEPHEN; OLMOSK, KURT E.

Public Personnel Management, n.º 3/2008, pág. 303 a 311

Sumario
I. The Herndon legislative fellows program. II. Agency Responsibilities for ensuring the effectiveness of an internship. 1. Appreciate the huge variety and complexity of tasks interns can perform for an agency. 2. Turn interns into useful contributors. III. Pitfalls to avoid. IV. Conclusion.

DEVELOPING STAFFING STRATEGIES THAT WORK: IMPLEMENTING PRAGMATIC, NONTRADITIONAL APPROACHES.

BECHET, THOMAS P.

Public Personnel Management, n.º 4/2000, pág. 465

Sumario
1. Traditional approaches just don't work. 2. Moreeffective approaches to strategic staffing. a) Addressstaffing from a proactive, planning perspective, not just animplementation concern. b) Focus on issues, notorganizations. c) Tailor the process for each issue. d)Focus on particular positions, not all positions. e) Deepplans separate, not consolidated. f) Define issues on anongoing basis, don't create an "event". g) Focus on planningand acting, not reporting. h) Solve problems, don't justbuild capability. i) Do the most you can with theinformation you have.

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