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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

INDICATORS OF STRATEGIC HRM EFFECTIVENESS: A CASE STUDY OF AN AUSTRALIAN PUBLIC SECTOR AGENCY DURING COMMERCIALIZATION.

TEO, STEPHEN T.T; CRAWFORD, JOHN.

Public Personnel Management, n.º 1/2005, pág. 1 a 11

Sumario
1. COMMERCIALIZATION AND HRM EFFECTIVENESS. 2. EVALUATING STRATEGIC HRM EFFECTIVENESS. 3. METHODS. A) DATA COLLECTION AND SAMPLE. B) MEASURES. 4. RESULTS. 5. DISCUSSION. 6. CONCLUSION. A) LIMITATIONS AND FUTURE RESEARCH.

INSTITUTIONAL VALUES: THE FOUNDATION FOR CIVIL SERVICE CHANGE

SCHUH, ANNA MARIE

Public Personnel Management, n.º 1/2006, pág. 49 a 69

Sumario
I. LITERATURE REVIEW. 1. INSTITUTIONAL VALUES LITERATURE. 2. PUBLIC ADMINISTRATION VALUES LITERATURE. II. STUDY DESIGN. 1. TERM LIST DEVELOPMENT. III. RESULTS. IV. DISCUSSION AND CONCLUSIONS.

INTERNAL HUMAN RESOURCES CONSULTING: WHY DOESN'T YOUR STAFF GET IT?

GREEN, MARNIE E.;;

Public Personnel Management, n.º 1/2002, pág. 111

Sumario
1. The Cutting Edge. 2. What We Are Missing?. 3. Critical HR Consulting Skills. 4. We Need to Develop HR Staff Members. 5. Developing Internal HR Consultants. 6. Just Do IT.

INTERNAL POLITICS IN PUBLIC ADMINISTRATION SYSTEMS: AN EMPIRICAL EXAMINATION OF ITS RELATIONSHIP WITH JOB CONGRUENCE, ORGANIZATIONAL CITIZENSHIP BEHAVIOR, AND IN-ROLE PERFORMANCE

VIGODA, ERAN

Public Personnel Management, n.º 2/2000, pág. 185

Sumario
1. Theory, hypotheses, and models. a) Perception oforganizational politics. b) Job congruence andorganizational politics. 2. Hypothesis 1: Job congruence isnegatively related with perception or organizationalpolitics and positively related with employee performance.a) Consequences of organizational politics. b) Employeeperformance. 3. Hipothesis 2: Perception of the existence oforganizational politics is negatively related to in-roleperformance and organizational citizenship behavior. 4.Hipothesis 3: Perception of organizational politics mediatesthe relationship between job congruence and employeeperformance. 5. Method. 6. Findings. 7. Discussion.

INTERNET APPLICANTS TO THE STATE OF WASHINGTON: A DEMOGRAPHIC ANALYSIS

BALDWIN, BRYAN

Public Personnel Management, n.º 2/2010, pág. 77 a 96

Sumario
I. INET. II. STUDY METHOD. III. RESULTS. 1. Most Popular Jobs. 2. Comparisons across ethnicity. 3. Comparisons between Age Groups. 4. Comparisons between male and female applicants. IV. INDIVIDUALS WITH DISABILITIES. V. SKILL CODES. VI. CAREER LEVEL COMPARISONS. VII. CAREER CHOICE AND DEMOGRAPHICS. VIII. ETNICITY. IX. AGE. X. GENDER. XI. DISABILITY STATUS. XII. SUMMARY AND DISCUSSION. Notes.

INTRODUCING TECHNICAL (NOT MANAGERIAL) SUCCESSION PLANNING

ROTHWELL, WILLIAM J.; PODUCH, STAN

Public Personnel Management, n.º 4/2004, pág. 405

Sumario
I. WHAT IS TECHNICAL SUCCESSION PLANNING, AND HOW DOES IT DIFFER FROM MANAGERIAL SUCCESSION PLANNING?. II. WHY IS TECHNICAL SUCCESSION PLANNING IMPORTANT?. III. HOW CAN TECHNICAL SUCCESSION PLANNING BE CARRIED OUT?. IV. WHAT ADDITIONAL SOURCES AND REFERENCES SHED LIGHT ON TECHNICAL SUCCESSION PLANNING?. V. PENNDOT: A CASE STUDY IN TECHNICAL SUCCESSION PLANNING. VI. QUESTION 1: WHEN WAS THE PROBLEM FIRST NOTICED, AND HOW WAS IT NOTICED?. VII. QUESTION 2: HOW MANY AND WHAT KINDS OF PEOPLE ARE ELIGIBLE TO RETIRE, AND HOW SOON IS THAT LIKELY TO BEGIN?. VIII. QUESTION 3: WHAT HAS THE AGENCY DONE ABOUT THE PROBLEM? WHAT STEPS HAVE BEEN TAKEN TO EXPLORE THE KNOWLEDGE THAST MUST BE RETAINED, AND WHAT METHODS HAVE BEEN USED TO IDENTIFY, DOCUMENT, RETAIN AND TRANSMIT THAT KNOWLEDGE?. IX. QUESTION 4: HOW SUCCESSFUL HAS THE EFFORT BEEN? WHAT "SIDE BENEFITS," IF ANY, HAVE BEEN REALIZED FROM THE EFFORT?. X. QUESTION 5. WHAT ADVICE WOULD YOU GIVE OTHER AGENCIES FACING A SIMILAR PROBLEM?. XI. CONCLUSION.

INTRODUCTION TO THE SPECIAL ISSUE ON WORKFORCE PLANNING, WITH A PARTICULAR FOCUS ON SUCCESSION PLANNING ISSUES AS A RESULT OF OR RELATING TO THE AGING OF THE WORKFORCE

CALO, THOMAS J.

Public Personnel Management, n.º 4/2007, pág. 315 a 316

IS SMOKING STIGMA CLOUDING THE OBJECTIVITY OF EMPLOYEE PERFORMANCE APPRAISAL?

GILBERT, G. RONALD;HANNAN, EDWARD;LOWE, KEVIN B.

Public Personnel Management, n.º 3/1998, pág. 285

Sumario
1. Changing societal attitudes toward smoking. 2.Research and public awareness about the detrimental effectsof smoking. a) Growing anti-smoking sentiment. b)Personality differences between smokers and nonsmokers. c)Stigmatization of smokers. 3. Smoking as a social stigma. 4.Research problem. 5. Methods. a) Employee Sample. b)Validity of the employee performance instrument. c)Procedure. d) Control variables. 6. Results. 7. Discussion.a) Dependability. b) Positive working relations. c) Propercomportment. d) Overall job performance. 8. Directions forfurther research. 9. Conclusions. a) Apendix I: Jobperformance characteristics.

ISSUES AND LESSONS OF CHINESE CIVIL SERVICE REFORM

LIOU, KOUTSAI TOM

Public Personnel Management, n.º 4/1997, pág. 505

Sumario
1. The background of China's civil service reform.2. The process of the civil service reform. 3. Keycharacteristics of the chinese reform. 4. Challenging issuesin China's refoms. 5. Conclusion.

JOB ANALYSIS: A LOCAL GOVERNMENT'S EXPERIENCE

URBANEK, STEVE J.

Public Personnel Management, n.º 3/1997, pág. 423

Sumario
1. Development of the job analysis questionnaire. 2. Implementation of the job analysis project. 3. Project outcome and discussion. 4. Table 1: Job analysis and questionnaire: Selections and factors to be evaluated. 5. Table 2: Summary of structured lists used by employees.

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