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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

DIRECTION FOR DEVELOPING THE KOREAN CIVIL SERVICE SYSTEM

YANG KIM, JOONG

Public Personnel Management, n.º 1/1997, pág. 89

Sumario
1. Improving the environment of public administration. 2. Improving the Organization of government. 3. Improving personnel management. 4. Improving Office Management and Procedures. 5. Improvement of the Administration System. 6. Establishing ethical standards for civil servants. 7. Conclusion.

DIVERSE SELF-DIRECTED WORK TEAMS: DEVELOPING STRATEGIC INITIATIVES FOR 21 st CENTURY ORGANIZATIONS

ROBINSON HICKMAN, GIL L.;CREIGHTON-ZOLLAR, ANN

Public Personnel Management, n.º 2/1998, pág. 187

Sumario
1. Interdependent factors that contribute to successful collaboration in diverse SDWTs. 2. Comparisons with self-directed teams in work settings. 3. Strategic initiatives and the role of human resource managers. 4. Conclusion.

DIVERSITY BY THE NUMBERS. CHANGES IN STATE AND LOCAL GOVERNMENT WORKFORCES 1980-1995

COYLE MCCABE, BARBARA;STREAM, CHRISTOPHER

Public Personnel Management, n.º 1/2000, pág. 93

Sumario
1. State and Local jobs as an allocation issue. 2.Approach. 3. Changes among the States. 4. Male change from1980 to 1995. 5. Female change from 1980 to 1995. 6.Discussion.

DIVERSITY MANAGEMENT IN THE PUBLIC SECTOR: MOVING FROM HOBBYSIM TOWARD INTEGRATION AN EXPLORATORY CASE STUDY IN THE NETHERLANDS

HEIJES, COEN

Public Personnel Management, n.º 4/2011, pág. 309 a 326

Sumario
1. Methodology. 2. Dutch Multicultural Society. 3. Diversity policy within the IRS. a) Phase 1: From Absence to Hobbyism. b) Phase 2: Hobbyism and Paper Tigers. c) Phase 3: From Hobbyism and Paper Tigers to Integration. 3. Diversity Developpment Model and Paradoxes. 4. Limitations and Further Research.

DIVERSITY MANAGEMENT TIME FOR A NEW APPROACH

IVANCEVICH, JOHN M.;GILBERT, JACQUELINE A.

Public Personnel Management, n.º 1/2000, pág. 75

Sumario
1. Diversity management: narrow and broad-basedviews and a framework. 2. Diversity management hype andrhetoric. 3. Surveys, examples and research support fordiversity management. 4. A call for more diversitymanagement research. 5. Researcher-administratorpartnerships. 6. Researchers' ongoing observation. 7. Casehistories of diversity management. 8. Third-partyevaluations. 9. A new agenda for diversity management.

DIVERSITY: A PRINCIPLE OF HUMAN RESOURCE MANAGEMENT

MATHEWS, AUDREY

Public Personnel Management, n.º 2/1998, pág. 175

Sumario
1. Challenges to personnel and human resource managers. 2. Implementing diversity as a human resources principle. 3. Workforce planning. 4. Benchmarking. 5. Positioning diversity. 6. Flex-management. 7. Partneships with line managers and supervisors. 8. Education and training. 9. Conclusion.

DOES PERFORMANCE APPRAISAL CONTRIBUTE TO HEIGHTENED LEVELS OF EMPLOYEE BURNOUT? THE RESULTS OF ONE STUDY

GABRIS, GERALD T.;IHRKE, DOUGLAS M.

Public Personnel Management, n.º 2/2001, pág. 157

Sumario
1. Performance Appraisal: Purposes and Techniques.2. Performance-Appraisal in Midwest County. 3. ResearchDesign. 4. Survey Results and Analysis. 5. Conclusions andImplications.

E-LEARNING IN PUBLIC ORGANIZATIONS

NISAR, TAHIR M.

Public Personnel Management, n.º 1/2004, pág. 79

Sumario
I. EMPLOYEE-LEVEL FACTORS. II. ORGANIZATIONAL-LEVEL FACTORS. III. INSTITUTIONAL-LEVEL FACTORS. IV. CONCLUSION.

EFFECTIVE COMMUNICATION IN THE PERFORMANCE APPRAISAL INTERVIEW: FACE-TO-FACE COMMUNICATION FOR PUBLIC MANAGERS IN THE CULTURALLY DIVERSE WORKPLACE

KIKOSKI, JOHN F.

Public Personnel Management, n.º 4/1998, pág. 491

Sumario
1. Face-to-face communication in the performanceappraisal interview: "Its deja vu all over again". 2.Performance appraisal and total quality management. 3. Themicroskills approach to more effective face-to-facecommunication. a) The basic nonverbal attending microskills.4. Workforce 2000 and the future demographic composition ofAmerica. 5. Forecasts of U.S. labor force, 1994-2005. 6. Aculturally diverse workforce. 7. Models for effectiveinterpersonal communication: a new model needed for theculturally diverse workplace. 8. Not two people, but fourparticipants: a new model of interpersonal communication. 9.Conclusions.

EFFECTIVE EMPLOYEE DISCIPLINE: A CASE OF THE INTERNAL REVENUE SERVICE

GUFFEY, CYNTHIA J.;HELMS, MARILYN M.

Public Personnel Management, n.º 1/2001, pág. 111

Sumario
1. Discipline Defined. 2. Discipline Models. 3.Management-Employee-Union Responsibilities In the DisciplineProcess. 4. The Discipline Process within the InternalRevenue Service. 5. Positive changes at the Internal RevenueService. 6. Guidelines for Fair and Effective Discipline. 7.Conclusions.

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