Síguenos en los medios sociales
GENDER DIMENSIONS OF PUBLIC SERVICE MOTIVATION
DEHART-DAVIS, LEISHA; MARLOWE, JUSTIN; PANDEY, SANJAY K.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2006, pág. 873 a 887
1. PUBLIC SERVICE MOTIVATION. 2. PUBLIC SERVICE MOTIVATION AND GENDER. A. ATRACTION TO POLICY MAKING. B. COMPASSION. C. COMMITMENT TO PUBLIC SERVICE. 3. DATA AND METHODOLOGY. 4. PUBLIC SERVICE MOTIVATION MEASURES. 5. MODEL AND RESULTS. 6. DISCUSSION. 7. CONCLUSION.
GENDER EQUITY: ILLUSION OR REALITY FOR WOMEN IN THE FEDERAL EXECUTIVE SERVICE?
DOLAN, JULIE.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2004, pág. 299 a 306
1. GENDER AND BUREAUCRACY. 2. DATA AND METHODS. 3. FINDINGS. 4. CONCLUSIONS.
GLOBALIZATION AND PUBLIC ADMINISTRATION
FARAZMAND, ALI
PUBLIC ADMINISTRATION REVIEW, n.º 6/1999, pág. 509
1. Introduction. 2. Perspectives on globalizationand the new world order. a) Meaning of the New world orderand globalization. b) Causes of globalization. c)Consequences of globalization. d) Implications for publicadministration.
GOAL-BASED LEARNING AND THE FUTURE OF PERFORMANCE MANAGEMENT
MOYNIHAN, DONALD P.
PUBLIC ADMINISTRATION REVIEW, n.º 2/2005, pág. 203
1. LINKING ORGANIZATIONAL LEARNING THEORY TO MANAGING FOR RESULTS. 2. SINGLE-LOOP LEARNING IN VIRGINIA. 3. DOUBLE-LOOP LEARNING IN VERMONT. 4. STRUCTURE AND CULTURE IN MANAGING FOR RESULTS. 5. CONCLUSION.
GOVERNANCE AT GROUND LEVEL: THE FRONTLINE BUREAUCRAT IN THE AGE OF MARKETS AND NETWORKS
CONSIDINE, MARK;LEWIS, JENNY M.
PUBLIC ADMINISTRATION REVIEW, n.º 6/1999, pág. 467
1. Procedural, corporate, market and networkbureaucracies. a) The procedural type. b) The corporatemanagement type. c) The market type. d) The network type. 2.Methods and measures. 3. Results. 4. Implications andconclusions.
GOVERNING AFTER SEPTEMBER 11TH: A NEW NORMALCY
GLENDENING, PARRIS N.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 21
GOVERNMENT REFORM OR ALTERNATIVES TO BUREAUCRACY? THICKENING, TIDES AND THE FUTURE OF GOVERNING
OTT, J. STEVEN;GOODMAN, DOUG
PUBLIC ADMINISTRATION REVIEW, n.º 6/1998, pág. 540
1. Tides of reform cause waves of thickening. 2. Alternatives beyond reforming bureaucracy. 3. Guy Peters: Can't we go home again?. Another look at traditional government bureaucracy. 4. Conclusions.
HAQUE, M. SHAMSUL
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 170
1. The current war on terrorism: initiatives, measures, and significance. 2. New measures of war on terrorism: impact on peoples rights and public administration. 3. Conclusions.
GOVERNMENT SHEKELS WITHOUT GOVERNMENT SHACKLES? THE ADMINISTRATIVE CHALLENGES OF CHARITABLE CHOICE
SUESS KENNEDY, SHEILA;BIELEFELD, WOLFGANG
PUBLIC ADMINISTRATION REVIEW, n.º 1/2002, pág. 4
1. Background. 2. Outreach and Contracting Procedures. 3. Contract Monitoring. 4. Evaluation. 5. Early Indicators. 6. Conclusion.
GUBERNATORIAL USE OF THE ITEM VETO FOR NARRATIVE DELETION
ABNEY, GLENN;LAUTH, THOMAS P.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 492
1. The Role of Narrative. 2. The Law, the Item Veto, and narrative Deletion. 3. Use of the Item Veto in Narrative Deletion. 4. Remedy?.
HAZARDS AND INSTITUTIONAL TRUSTWORTHINESS FACING A DEFICIT OF TRUST
LA PORTE, TODD R.;METLAY, DANIEL S.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1996, pág. 341
1. The Problem of Trust. 2. The Roots of Distrust. a) Benefits and cost. b) Accuracy and spped of feedback. c) Capability of others to meet expectations. d) Motivation of others to understand and keep bargains. 3. Being Worthy of Trust. a) General Conditions. b) External Relationships. c) Internal Operations. d) The Transaction...
HE SAYS, SHE SAYS: GENDER AND WORKLIFE
HALE, MARY
PUBLIC ADMINISTRATION REVIEW, n.º 5/1999, pág. 410
1. Research framework and methodology. 2. Thefindings: Issues and gender perspectives. 3. Discussion andimplications. 4. Conclusion.
HOMELAND SECURITY: THE DIFFERENCE BETWEEN A VISION AND A WISH
DONLEY, MICHAEL B.;POLLARD, NEAL A.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 138
1. Introduction. 2. Organizing for homeland security. 3. Where to start? 4. Enduring conditions and outcomes. 5. Conclusions and recommendations.
HOW FINANCIAL MANAGERS DEAL WITH ETHICAL STRESS
MILLER, GERALD J.; YEAGER, SAMUEL J.; HILDRETH, W.BARTLEY; RABIN, JACK
PUBLIC ADMINISTRATION REVIEW, n.º 3/2005, pág. 301
1. EXTERNAL ETHICAL STRESS AND WORK CLIMATE. 2. RESEARCH METHODS. 3. FINDINGS. 4. CONCLUSIONS.
HOW MANAGED CARE IS REINVENTING MEDICAID AND OTHER PUBLIC HEALTH-CARE BUREAUCRACIES
PORTZ, JOHN H.;REIDY, MATTHEW;ROCHEFORT, DAVID A.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1999, pág. 400
1. Redefining organizational mission. 2. The roleof competitive contracting. 3. Achieving organizationalgoals and customer satisfaction through performancemeasurement. 4. Reinventing government's role as regulator.5. Conclusion.
HOW STRUCTURAL CONFLICTS STYMIE REINVENTION
COE, BARBARA A.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 168
1. Reinventing government. 2. Reinventing critiqued. 3. Structure and structural conflict. 4. Structural conflicts limiting reinvention of government. 5. Strategies for resolution.
HUMAN FACTORS IN ADOPTION OF GEOGRAPHIC INFORMATION SYSTEMS (GIS): A LOCAL GOVERNMENT CASE STUDY
NEDOVIC-BUDIC, ZORICA;GODSCHALK, DAVID R.
PUBLIC ADMINISTRATION REVIEW, n.º 6/1996, pág. 554
1. GIS Incorporation as Innovation Diffusion. 2. A Human-Factors Conceptual Framework. 3. GIS Case-Study Research Methodology. 4. Diffusion of GIS Thecnology within Four Agencies. 5. Summary of Findings on Human Factors. a) Relative Advantage (Three Corroborations; One Mixed). b) Compatibility with Computer Experience (Three ...
INDIVIDUAL CONCEPTIONS OF PUBLIC SERVICE MOTIVATION
BREWER, GENE A.;COLEMAN SELDEN, SALLY;FACER II, REX L.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2000, pág. 254
1. Public Service Motivation. 2. Method. a)Q-Methodology. b) The Q-Sample and the P-Sample. c)Analysis. 3. Findings and Discussion. a) Factor 1:Samaritans. b) Factor 2: Communitarians. c) Factor 3:Patriots. d) Factor 4: Humanitarians. e) The Role ofEconomic Rewards. f) Politics and Policymaking Are NotDriving Motives. g) Other Similarities...
1. Public Service Motivation. 2. Method. a)Q-Methodology. b) The Q-Sample and the P-Sample. c)Analysis. 3. Findings and Discussion. a) Factor 1:Samaritans. b) Factor 2: Communitarians. c) Factor 3:Patriots. d) Factor 4: Humanitarians. e) The Role ofEconomic Rewards. f) Politics and Policymaking Are NotDriving Motives. g) Other Similarities and Differences. 4.Conclusion.
INDIVIDUAL CONCEPTIONS OF PUBLIC SERVICE MOTIVATION
BREWER, GENE A.;COLEMAN SELDEN, SALLY;FACER II, REX L.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2000, pág. 254
1. Public service motivation. 2. Method. 3.Findings and discussion. 4. Conclusion.
DOLAN, JULIE
PUBLIC ADMINISTRATION REVIEW, n.º 6/2000, pág. 573
1. Previous Studies and Hypotheses. 2. Data andMethods. 3. Findings and Discussion - A Profile of SeniorExecutive Service Members. 4. Conclusions.
INFORMATION TECHNOLOGY, E.GOVERNMENT, AND INSTITUTIONAL CHANGE
BRETSCHNEIDER, STUART
PUBLIC ADMINISTRATION REVIEW, n.º 6/2003, pág. 738 a 741
1. THEORY 2. PRACTICE 3. STRENGTHS AND WEAKNESSES
INNONCENTS ABROAD: REFLECTIONS FROM A PUBLIC ADMINISTRATION CONSULTANT IN BOSNIA
HUDDESTON, MARK W.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1999, pág. 147
1. Background. 2. Lessons. 3. Reflections. 4.Conclusions.
INSIDE COLLABORATIVE NETWORKS: TEN LESSONS FOR PUBLIC MANAGERS
AGRANOFF, ROBERT
PUBLIC ADMINISTRATION REVIEW, n.º 6-Suplemento/2006, pág. 56 a 65
LESSON 1: THE NETWORK IS NOT THE ONLY VEHICLE OF COLLABORATIVE MANAGEMENT. LESSON 2: MANAGERS CONTINUE TO DO THE BULK OF THEIR WORK WITHIN THE HIERARCHY. LESSON 3: NETWORK INVOLVEMENT BRINGS SEVERAL ADVANTAGES THAT KEEP BUSY ADMINISTRATORS INVOLVED. LESSON 4: NETWORKS ARE DIFFERENT FROM ORGANIZATIONS BUT NOT COMPLETELY DIFFERENT. LESSON 5:...
LESSON 1: THE NETWORK IS NOT THE ONLY VEHICLE OF COLLABORATIVE MANAGEMENT. LESSON 2: MANAGERS CONTINUE TO DO THE BULK OF THEIR WORK WITHIN THE HIERARCHY. LESSON 3: NETWORK INVOLVEMENT BRINGS SEVERAL ADVANTAGES THAT KEEP BUSY ADMINISTRATORS INVOLVED. LESSON 4: NETWORKS ARE DIFFERENT FROM ORGANIZATIONS BUT NOT COMPLETELY DIFFERENT. LESSON 5: NOT ALL NETWORKS MAKE THE TYPES OF POLICY AND PROGRAM ADJUSTMENTS ASCRIBED TO THEM IN THE LITERATURE. LESSON 6: COLLABORATIVE DECISIONS OR AGREEMENTS ARE THE PRODUCTS OF A PARTICULAR TYPE OF MUTUAL LEARNING AND ADJUSTMENT. LESSON 7: THE MOST DISTINCTIVE COLLABORATIVE ACTIVITY OF ALL OF THE NETWORKS PROVED TO BE THEIR WORK IN PUBLIC SECTOR KNOWLEDGE MANAGEMENT. LESSON 8: DESPITE THE COOPERATIVE SPIRIT AND AURA OF ACCOMMODATION IN COLLABORATIVE EFFORTS, NETWORKS ARE NOT WITHOUT CONFLICTS AND POWER ISSUES. LESSON 9: NETWORKS HAVE THEIR COLLABORATIVE COSTS, AS WELL AS THEIR BENEFITS. LESSON 10: NETWORKS ALTER THE BOUNDARIES OF THE STATE ONLY IN THE MOST MARGINAL WAYS: THEY DO NOT APPEAR TO BE REPLACING PUBLIC BUREAUCRACIES IN ANY WAY. CONCLUSION.
INTEGRATING GENDER INTO GOVERNMENT BUDGETS: A NEW PERSPECTIVE
MARKS RUBIN, MARILYN; BARTLE, JOHN R.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2005, pág. 259
1. WHY A GENDER-RESPONSIVE BUDGET?. 2. GENDER-RESPONSIVE BUDGET INITIATIVES. 3. GENDER-BUDGETING TOOLS. 4. GENDER-RESPONSIVE BUDGETING: A POTENTIAL BUDGET REFORM?.
INTEGRATING VALUES INTO PUBLIC SERVICE: THE VALUES STATEMENT AS CENTERPIECE
KERNAGHAN, KENNETH
PUBLIC ADMINISTRATION REVIEW, n.º 6/2003, pág. 711 a 719
1. INTRODUCTION 2. CLASSIFYING AND CELEBRATING VALUES 3. GETTING THE VALUES RIGHT 4. MAKING VALUES COME ALIVE 5. LEARNING POINTS 6. FINAL THOUGHTS
