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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

EFFECTS OF INTRODUCING A PERFORMANCE MANAGEMENT SYSTEM ON EMPLOYEES' SYBSEQUENT ATTITUDES AND EFFORT

TAYLOR PAUL J.;PIERCE, JON L.

Public Personnel Management, n.º 3/1999, pág. 423

Sumario
1. Effects of performance management systems. 2.Study aims. 3. Method. 4. Results. 5. Discussion.

EFFICIENCY IN CONTINUALLY OPERATING PUBLIC ORGANIZATIONS: A CASE STUDY

BARNUM, CHRISTOPHER

Public Personnel Management, n.º 4/2011, pág. 279 a 292

Sumario
1. Background. 2. The 2006 Cedar Rapids Compressed Schedule. 3. Data and Methods. 4. Word about the Call Volume Data. 5. Analysis and Results. 6. Patterns of Call Volume. 7. Comparisons of Work Plans. 8. Other Measures of Efficiency. 9. Discussion. 10. Appendix.

EMPLOYEE PERFORMANCE APPRAISAL SYSTEM PARTICIPATION: A TECHNIQUE THAT WORKS

ROBERTS, GARY E.

Public Personnel Management, n.º 3/2002, pág. 333 a 342

Sumario
I. CONCEPTUAL FOUNDATION. II. FORMS OF PARTICIPATION IN THE APPRAISAL PROCESS. III. PERFORMANCE STANDARD PARTICIPATION. IV. RATING FORM PARTICIPATION. V. SELF EVALUATION. VI. PERFORMANCE APPRAISAL INTERVIEW PARTICIPATION. VII. GOAL SETTING AND FEEDBACK. VIII. ROLE OF EMPLOYEE ACCEPTANCE. IX. FACTORS TO REDUCE THE EFFECTIVENESS OF PARTICIPATION. X. CONCLUSION.

EMPLOYEE-PROPOSED DISCIPLINE: HOW WELL IS IT WORKING?

KING, KAREN, N.; WILCOX, DENISE E.

Public Personnel Management, n.º 2/2003, pág. 197

Sumario
I. REVIEW OF LITERATURE. II. EMPLOYEE DISCIPLINE MODELS. III. BACKGROUND. IV. METHOLOGY. V. FINDINGS. VI. CONCLUSIONS.

EMPLOYMENT-RELATED DRUG TESTING: IDIOSYNCRATIC CHARACTERISTICS AND ISSUES

ARTHUR, WINFRED JR.;DOVERSPIKE, DENNIS

Public Personnel Management, n.º 1/1997, pág. 77

Sumario
1. Variety of testing types. 2. Negative reactions and resistance to drug testing. 3. Intrinsic attributes versus specific behaviors. 4. Dichotomous nature of decision. 5. Legal,criminal, moral, and social issues. 6. Conclusion.

END OF AN ERA: THE 11TH AMENDMENT AND PUBLIC PERSONNEL ADMINISTRATION

ALLRED, STEPHEN

Public Personnel Management, n.º 3/2002, pág. 263 a 274

Sumario
I. FEDERALISM AND PUBLIC PERSONNEL ADMINISTRATION. II. THE COURT'S RULING IN ALDEN V. MAINE. III. THE COURT'S RULING IN KIMEL V. FLORIDA BOARD OF REGENTS. IV. THE RULING IN BD. OF TRUSTEES OF UNIV. OF ALABAMA V. GARRETT. V. IMPLICATIONS FOR PUBLIC EMPLOYERS. VI. NOTES.

ESSENTIAL FORMAL MENTOR CHARACTERISTICS AND FUNCTIONS IN GOVERNMENTAL AND NON-GOVERNMENTAL ORGANIZATIONS FROM THE PROGRAM ADMINISTRATOR'S AND THE MENTOR'S PERSPECTIVE.

SMITH, WANDA J; HOWARD, JERUSALEM T; HARRINGTON, K. VERNARD.

Public Personnel Management, n.º 1/2005, pág. 31 a 47

Sumario
1. THE NATURE OF FORMAL MENTORING RELATIONSHIPS. 2. RESEARCH OBJECTIVES. 3. MENTORING DEFINED. 4. RESEARCH ON MENTOR TRAITS (CHARACTERISTICS). 5. RESEARCH ON MENTOR BEHAVIORS (FUNCTIONS). 6. MENTOR FUNCTIONS ACROSS INDUSTRY CONTEXTS. 7. DEVELOPMENT OF THE SURVEY INSTRUMENT. 8. SURVEY PILOT STUDY. 9. PROCEDURE. 10. DEMOGRAPHICS. 11. FACTOR ANALYSIS. 12. HYPOTHESIS TESTING. 13. DISCUSSION. 14. LIMITATIONS AND FUTURE DIRECTIONS. 15. CONCLUSION.

ETHICAL LEADERSHIP AND ADMINISTRATIVE DISCRETION: THE FIRE CHIEF'S HIRING DILEMMA

HARAWAY, WILLIAM M.,III; KUNSELMAN, JULIE C.

Public Personnel Management, n.º 1/2006, pág. 1 a 14

Sumario
1. MANAGERIAL AND PROGRAMMATIC ISSUES. 2. ORGANIZATION STRUCTURE, CULTURE AND POLITICAL CONSIDERATIONS. 3. THE RESPONSIBLE USE OF ADMINISTRATIVE DISCRETION. 4. COMPETING VALUES AND CONFLICTING OBLIGATIONS. 5. DISCUSSION.

EXAMINING TRAINING IN LARGE MUNICPALITIES. LINKING INDIVIDUAL AND ORGANIZATINAL TRAINING NEEDS

JACOBSON, WILLOW AND V. RUBIN, ELLEN, AND COLEMAN SELDEN, SALLY

Public Personnel Management, n.º 4/2002, pág. 485 a 498

Sumario
1. APPROACHES TO THE STUDY OF TRAINING 2. DATA AND METHODS 3. NATURE OF TRAINING IN LARGE MUNICIPALITIES 4. TRAINING AND ITS RELATIONSHIP TO A CITY´S HRM SYSTEM 5. STRATEGIC SYSTEMS TRAINING MODEL: AN INTEGRATED APPROACH 6. CONCLUSION 7. IMPLICATIONS

EXECUTIVE SELECTION IN A GOVERNMENT AGENCY: AN ANALYSIS OF THE DEPARTMENT OF THE NAVY'S SENIOR EXECUTIVE SERVICE SELECTION PROCESS.

MARK H. JORDAN Y MIKE SCHRAEDER

Public Personnel Management, n.º 3/2003, pág. 355 a 366

Sumario
I. CIVIL SERVICE REFORM. II.CRITERIA FOR EVALUATING SES CANDIDATES. III.DEPARTMENT OF THE NAVY (DON). IV.QUALITATIVE ANALYSIS OF THE DON SELECTION PROCESSES. V. OBSERVATIONS AND CONCLUSION.

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