Managing for Public Service Performance
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portes grátis
Managing for Public Service Performance
How People and Values Make a Difference
Jacobsen, Christian B.; Vandenabeele, Wouter; Brewer, Gene A.; Leisink, Peter; Knies, Eva; Andersen, Lotte B.
Oxford University Press
03/2021
368
Dura
Inglês
9780192893420
15 a 20 dias
684
Descrição não disponível.
1: Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele: Introduction: Managing for Public Service Performance: How People and Values Make a Difference
Part I. Key concepts and the public sector context
2: Lotte B. Andersen, Gene A. Brewer, and Peter Leisink: Stakeholders, Public Value(s), and Public Service Performance Research
3: Christian B. Jacobsen and Eva Knies: People Management: Integrating Insights from Strategic Human Resource Management and Leadership
4: Nina Van Loon and Wouter Vandenabeele: An Institutional Perspective on Public Services: Managing Publicness, Identities, and Behavior
Part II. Public Management and Public Service Performance
5: Lotte B. Andersen, Christian B. Jacobsen, Ulrich T. Jensen, and Heidi H. Salomonsen: Public Managers' Contribution to Public Service Performance
6: Oliver James, Ayako Nakamura, and Nicolai Petrovsky: Managers as Insiders or Outsiders to Public Organizations: Publicness Fit, Leadership, and Organizational Performance
7: Eva Knies, Sophie Op de Beeck, and Annie Hondeghem: Antecedents of Managers' People Management: Using the AMO Model to Explain Differences in HRM Implementation and Leadership
8: Poul A. Nielsen and Caroline H. Gron: How Can Public Managers Use Performance Management for Improvement without Demotivating Employees?
9: Julian S. Gould-Williams and Ahmed M. S. Mostafa: Linking HRM Systems with Public Sector Employees' Performance: The Way Forward
10: Tanachia Ashikali, Sandra Groeneveld, and Adrian Ritz: Managing a Diverse Workforce
11: Anne Mette Kjeldsen and Joris Van der Voet: Leading Change in a Complex Public Sector Environment
Part III. Public Management, Job Performance, and Employee Outcomes
12: Bram Steijn and David Giauque: Public Sector Employee Well-Being: Examining Its Determinants Using the JD-R and P-E Fit Models
13: Ulrich T. Jensen, Carina Schott, and Trui Steen: Value Conflicts in Public Organizations: Implications and Remedies
14: Adrian Ritz, Wouter Vandenabeele, and Dominik Vogel: Public Service Motivation and Individual Job Performance
15: Jasmijn Van Harten and Brenda Vermeeren: Managing Employees' Employability: Employer and Employee Perspectives
16: Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele: Conclusion: Directions for Future Research and Practice
Part I. Key concepts and the public sector context
2: Lotte B. Andersen, Gene A. Brewer, and Peter Leisink: Stakeholders, Public Value(s), and Public Service Performance Research
3: Christian B. Jacobsen and Eva Knies: People Management: Integrating Insights from Strategic Human Resource Management and Leadership
4: Nina Van Loon and Wouter Vandenabeele: An Institutional Perspective on Public Services: Managing Publicness, Identities, and Behavior
Part II. Public Management and Public Service Performance
5: Lotte B. Andersen, Christian B. Jacobsen, Ulrich T. Jensen, and Heidi H. Salomonsen: Public Managers' Contribution to Public Service Performance
6: Oliver James, Ayako Nakamura, and Nicolai Petrovsky: Managers as Insiders or Outsiders to Public Organizations: Publicness Fit, Leadership, and Organizational Performance
7: Eva Knies, Sophie Op de Beeck, and Annie Hondeghem: Antecedents of Managers' People Management: Using the AMO Model to Explain Differences in HRM Implementation and Leadership
8: Poul A. Nielsen and Caroline H. Gron: How Can Public Managers Use Performance Management for Improvement without Demotivating Employees?
9: Julian S. Gould-Williams and Ahmed M. S. Mostafa: Linking HRM Systems with Public Sector Employees' Performance: The Way Forward
10: Tanachia Ashikali, Sandra Groeneveld, and Adrian Ritz: Managing a Diverse Workforce
11: Anne Mette Kjeldsen and Joris Van der Voet: Leading Change in a Complex Public Sector Environment
Part III. Public Management, Job Performance, and Employee Outcomes
12: Bram Steijn and David Giauque: Public Sector Employee Well-Being: Examining Its Determinants Using the JD-R and P-E Fit Models
13: Ulrich T. Jensen, Carina Schott, and Trui Steen: Value Conflicts in Public Organizations: Implications and Remedies
14: Adrian Ritz, Wouter Vandenabeele, and Dominik Vogel: Public Service Motivation and Individual Job Performance
15: Jasmijn Van Harten and Brenda Vermeeren: Managing Employees' Employability: Employer and Employee Perspectives
16: Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele: Conclusion: Directions for Future Research and Practice
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
1: Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele: Introduction: Managing for Public Service Performance: How People and Values Make a Difference
Part I. Key concepts and the public sector context
2: Lotte B. Andersen, Gene A. Brewer, and Peter Leisink: Stakeholders, Public Value(s), and Public Service Performance Research
3: Christian B. Jacobsen and Eva Knies: People Management: Integrating Insights from Strategic Human Resource Management and Leadership
4: Nina Van Loon and Wouter Vandenabeele: An Institutional Perspective on Public Services: Managing Publicness, Identities, and Behavior
Part II. Public Management and Public Service Performance
5: Lotte B. Andersen, Christian B. Jacobsen, Ulrich T. Jensen, and Heidi H. Salomonsen: Public Managers' Contribution to Public Service Performance
6: Oliver James, Ayako Nakamura, and Nicolai Petrovsky: Managers as Insiders or Outsiders to Public Organizations: Publicness Fit, Leadership, and Organizational Performance
7: Eva Knies, Sophie Op de Beeck, and Annie Hondeghem: Antecedents of Managers' People Management: Using the AMO Model to Explain Differences in HRM Implementation and Leadership
8: Poul A. Nielsen and Caroline H. Gron: How Can Public Managers Use Performance Management for Improvement without Demotivating Employees?
9: Julian S. Gould-Williams and Ahmed M. S. Mostafa: Linking HRM Systems with Public Sector Employees' Performance: The Way Forward
10: Tanachia Ashikali, Sandra Groeneveld, and Adrian Ritz: Managing a Diverse Workforce
11: Anne Mette Kjeldsen and Joris Van der Voet: Leading Change in a Complex Public Sector Environment
Part III. Public Management, Job Performance, and Employee Outcomes
12: Bram Steijn and David Giauque: Public Sector Employee Well-Being: Examining Its Determinants Using the JD-R and P-E Fit Models
13: Ulrich T. Jensen, Carina Schott, and Trui Steen: Value Conflicts in Public Organizations: Implications and Remedies
14: Adrian Ritz, Wouter Vandenabeele, and Dominik Vogel: Public Service Motivation and Individual Job Performance
15: Jasmijn Van Harten and Brenda Vermeeren: Managing Employees' Employability: Employer and Employee Perspectives
16: Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele: Conclusion: Directions for Future Research and Practice
Part I. Key concepts and the public sector context
2: Lotte B. Andersen, Gene A. Brewer, and Peter Leisink: Stakeholders, Public Value(s), and Public Service Performance Research
3: Christian B. Jacobsen and Eva Knies: People Management: Integrating Insights from Strategic Human Resource Management and Leadership
4: Nina Van Loon and Wouter Vandenabeele: An Institutional Perspective on Public Services: Managing Publicness, Identities, and Behavior
Part II. Public Management and Public Service Performance
5: Lotte B. Andersen, Christian B. Jacobsen, Ulrich T. Jensen, and Heidi H. Salomonsen: Public Managers' Contribution to Public Service Performance
6: Oliver James, Ayako Nakamura, and Nicolai Petrovsky: Managers as Insiders or Outsiders to Public Organizations: Publicness Fit, Leadership, and Organizational Performance
7: Eva Knies, Sophie Op de Beeck, and Annie Hondeghem: Antecedents of Managers' People Management: Using the AMO Model to Explain Differences in HRM Implementation and Leadership
8: Poul A. Nielsen and Caroline H. Gron: How Can Public Managers Use Performance Management for Improvement without Demotivating Employees?
9: Julian S. Gould-Williams and Ahmed M. S. Mostafa: Linking HRM Systems with Public Sector Employees' Performance: The Way Forward
10: Tanachia Ashikali, Sandra Groeneveld, and Adrian Ritz: Managing a Diverse Workforce
11: Anne Mette Kjeldsen and Joris Van der Voet: Leading Change in a Complex Public Sector Environment
Part III. Public Management, Job Performance, and Employee Outcomes
12: Bram Steijn and David Giauque: Public Sector Employee Well-Being: Examining Its Determinants Using the JD-R and P-E Fit Models
13: Ulrich T. Jensen, Carina Schott, and Trui Steen: Value Conflicts in Public Organizations: Implications and Remedies
14: Adrian Ritz, Wouter Vandenabeele, and Dominik Vogel: Public Service Motivation and Individual Job Performance
15: Jasmijn Van Harten and Brenda Vermeeren: Managing Employees' Employability: Employer and Employee Perspectives
16: Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele: Conclusion: Directions for Future Research and Practice
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
