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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

GOALS, MEASURES, AND BEYOND: IN SEARCH OF ACCOUNTABILITY IN FEDERAL HRM

GALLO, JAMES;THOMPSON, PAUL R.

Public Personnel Management, n.º 2/2000, pág. 237

Sumario
1. The priority. 2. The problem. 3. The promise. 4.Hierarchy of accountability. 5. Shared accountability. 6.HRM accountability system model. 7. HRM measures. 8. Thefuture.

HANGING ON OR FADING OUT? JOB SATISFACTION AND THE LONG-TERM WORKER

TRAUT, CAROL ANN;LARSEN, RICK;FEIMER, STEVEN H.

Public Personnel Management, n.º 3/2000, pág. 343

Sumario
1. Description of Data. 2. Analysis. 3. TheLong-Term Worker and Job Satisfaction. 4. Conclusion.

HIRING CHILD WELFARE CASEWORKERS. USING A COMPETENCY-BASED APPROACH

BERNOTAVICZ, FREDA;LOCKE, AMY

Public Personnel Management, n.º 1/2000, pág. 33

Sumario
1. Proposed new process. 2. The research base. 3.The collaborative desing process. 4. The screening process.5. Reliability and internal validity studies. 6. Summary.

HOW MUTCH SHOULD FEDERAL EMPLOYEES BE PAID? THE PROBLEMS WITH USING A MARKET PHILOSOPHY IN A BROADBAND SYSTEM.

RISHER, HOWARD

Public Personnel Management, n.º 2/2005, pág. 121 a 140

Sumario
1. FEDERAL PAY PROBLEMS. 2. SUPPLY, DEMAND AND WAGE DETERMINATION. 3. LABOR MARKETS AND MARKET PRICING. 4. CORPORATE PAY POLICIES. 5. STARTING SALARIES FOR NEW COLLEGE GRADS. 6. PROBLEMS WITH COMPARISONS AT HIGHER JOB LEVELS. 7. SALARY SURVEY PROBLEMS. 8. HOW COMPETITIVE ARE FEDERAL SALARIES? 9. WHAT IS AN APPROPRIATE FEDERAL PAY POLICY? 10. SALARY MANAGEMENT IN A BROADBAND FRAMEWORK. 11. NOTES.

HUMAN RESOURCE ASSESSMENT - THE LINK TO MISSION

COLLINS, DALE R.

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

HUMAN RESOURCES CAPACITY-BUILDING IN LOCAL GOVERNMENT: A CASE STUDY OF THE TRAINING AND DEVELOPMENT SCHEME IN DURBAN

REDDY, P.S;MOODLEY, S.;MAHARAJJ, S.

Public Personnel Management, n.º 2/2000, pág. 293

Sumario
1. Contextualising the restructuring of LocalGovernment training in South Africa. 2. Local Governmenteducation and Training: A review of the experiences ofCommonwealth Africa. 3. Restructuring of Local Governmenttraining in South Africa: Towards a new vision and system.4. The training and development scheme: a historicalperspective. 5. Postgraduate Diploma in PublicAdministration. 6. Components of the program. 7. Conclusion.

HUMAN RESOURCES ISSUES IN LOCAL GOVERNMENT: YESTERDAY'S HEADLINES REMAIN TODAY'S "HOT TOPICS"

MCDOWELL, AMY M.; LEAVITT, WILLIAM M.

Public Personnel Management, n.º 3/2011, pág. 239 a 249

Sumario
I. Introduction. II. Determining the "Hot Topics": Human Resources issues in the Literature. III. Determining the "Hot Topics": informal attorney networks. IV. Discussion: the "Hot Topics" illustrate new twists on recurrent themes. V. Conclusion.

HUMAN RESOURCES MANAGEMENT PERSPECTIVE AT THE TURN OF THE CENTURY

LIPIEC, JACEK

Public Personnel Management, n.º 2/2001, pág. 137

Sumario
1. Human Resources Trends. 2. Market Changes. 3.Demographic Changes. 3. Social Changes. 4. ManagementChanges. 5. The Role of HR Manager.

HYPOTHESES CONCERNING THE PREVALENCE OF COMPETENCIES AMONG GOVERNMENT EXECUTIVES, ACCORDING TO THREE ORGANIZATIONAL VARIABLES

BOURGAULT, JACQUES; CHARIH, MOHAMED; MALTAIS, DANIEL; ROUILLARD, LUCIE

Public Personnel Management, n.º 2/2006, pág. 89 a 119

Sumario
I. THE COMPETENCIES AND THEIR PREVALENCE. II. REPORTING LEVEL. III. GEOGRAPHIC LOCATION. IV. NATURE OF UNIT'S ACTIVITIES. V. METHODOLOGY. VI. DETAILED DESCRIPTIONS OF COMPETENCIES. 1. POLITICAL SAVVY. 2. STRATEGIC AND TACTICAL SKILLS. 3. VISION AND INNOVATION. 4. MANAGING COMPLEXITY, ADAPTABILITY AND CONTINUOUS LEARNING. 5. LEADERSHIP. 6. EMOTIONAL INTELLIGENCE. 7. HUMAN RESOURCES MANAGEMENT. 8. KNOWLEDGE MANAGEMENT. 9. APPLYING ETHICAL VALUES. 10. COMMUNICATION AND NEGOTIATION. 11. TECHNOLOGICAL SAVVY. 12. MANAGING PERFORMANCE, RISK AND ENTERPRISE. 13. PARTNERING AND NETWORKING. 14. OPENNESS TO NEW GOVERNANCE. VII. PROPOSITIONS CONCERNING THE PREVALENCE OF MANAGEMENT COMPETENCIES IN RELATION TO STRUCTURAL VARIABLES. VIII. COMPETENCIES AND REPORTING LEVEL. IX. COMPETENCIES AND LOCATION OF POSITION. X. COMPETENCIES AND TYPE OF UNIT. XI. A "HORIZONTAL" ANALYSIS OF PREVALENCE. XII. THE COMPETENCIES THAT COUNT: PRELIMINARY PROPOSITIONS FOR 15 EXECUTIVE POSITIONS. XIII. CONCLUSION.

IMPLEMENTING COMPARABLE WORTH/PAY EQUITY: EXPERIENCES OF CUTTING-EDGE STATES

GARDNER, SUSAN E.;DANIEL, CHRISTOPHER

Public Personnel Management, n.º 4/1998, pág. 475

Sumario
1. Methodology. 2. State activity overview. 3.Statutory implementation-eight state experiences. a)Minnesota. b) Washington. c) Connecticut. d) Iowa. e)Montana. f) New York. g) Oregon. h) Wisconsin. 4. Trends.

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