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Journal articles on the topic 'Personnel Administration'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 May 2022

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1

Trimble, Ralph W., Deborah R. Allen, and Dennis O. Vidoni. "Student Personnel Administration." NASPA Journal 28, no. 2 (January 1, 1991): 156–62. http://dx.doi.org/10.1080/00220973.1991.11072200.

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2

Malo, Fernand-G. "Biculturalism and Personnel Administration." Relations industrielles 23, no. 3 (April 12, 2005): 431–39. http://dx.doi.org/10.7202/027923ar.

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The author explains the historical reasons for the distribution of Canadians in industry along cultural-linguistic lines, describes the present evolution toward a better equilibrium, the problems thus posed and the prerequisites — both individual and institutional — for their proper solution on the basis of increased efficiency through respect for cultural differences and rational use of people of both languages.
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3

Parry, Janine Alisa. "Gender and Personnel Administration." Review of Public Personnel Administration 16, no. 1 (January 1996): 59–64. http://dx.doi.org/10.1177/0734371x9601600107.

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4

Marcum, Deanna. "Personnel administration in libraries." Information Processing & Management 26, no. 4 (January 1990): 563. http://dx.doi.org/10.1016/0306-4573(90)90082-d.

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5

Beatty, Richard W., and Robert H. Howard. "Experiential Exercises for Personnel Administration." Industrial and Labor Relations Review 40, no. 3 (April 1987): 458. http://dx.doi.org/10.2307/2523517.

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6

Elliott, Robert H. "Drug Testing and Public Personnel Administration." Review of Public Personnel Administration 9, no. 3 (July 1989): 15–31. http://dx.doi.org/10.1177/0734371x8900900303.

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7

Löffler, Elke. "Personnel Management in German Public Administration." Review of Public Personnel Administration 17, no. 3 (July 1997): 69–81. http://dx.doi.org/10.1177/0734371x9701700307.

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8

Scherrei, Rita A. "Library Personnel Administration. Lowell A. Martin." Library Quarterly 66, no. 1 (January 1996): 106–9. http://dx.doi.org/10.1086/602853.

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9

Ahmed, Syed Giasuddin. "Framework of Personnel Administration in Bangladesh." Indian Journal of Public Administration 31, no. 1 (January 1985): 42–68. http://dx.doi.org/10.1177/0019556119850103.

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10

Hoskins, Jesse E. "Chicago Personnel Administration: A Management Process." Public Administration Review 49, no. 1 (January 1989): 93. http://dx.doi.org/10.2307/977244.

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11

Gadowska, Kaja. "Constitutional values and civil servant recruitment: The principles for filling revenue service positions in Poland." Communist and Post-Communist Studies 51, no. 3 (August 6, 2018): 257–71. http://dx.doi.org/10.1016/j.postcomstud.2018.07.003.

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The functioning of public administration should be consistent with the general interest, common to all citizens, and independent from the particularized interests of changing political forces. A condition for the proper functioning of administration is the selection of appropriate personnel to perform the duties defined by the state. According to the premises of this paper, the recruitment of personnel based upon objective criteria is of fundamental importance for the effective realization of the administration’s mission. This article analyzes the weaknesses of personnel policy in fiscal administration in Poland after 1989 against the background of the broader process of creating a Polish civil service. The study aims at determining the extent to which the actual relations between politics and administration reflect legal regulations. The article focuses on personnel policy with regard to senior positions in fiscal administration, whose occupants have leverage over decision-making processes and human resources policy in various agencies. It turns out that after every parliamentary election there is major turnover in the personnel occupying senior positions in the fiscal administration offices, that is, the persons associated with the previous governing team are replaced with individuals enjoying the confidence of those who have just come to power. In light of these findings one can infer that, contrary to the constitutional principles guiding the functioning of the government administration in Poland, its politicians have deliberately designed legal regulations in such a manner as to enable them to assume control over fiscal administration.
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12

García, María Purificación. "Protocols on personnel management in local administration." International Review on Public and Nonprofit Marketing 5, no. 1 (April 16, 2008): 87–88. http://dx.doi.org/10.1007/s12208-008-0008-3.

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13

Stehr, Steven D., and Ted M. Jones. "Continuity and Change in Public Personnel Administration." Review of Public Personnel Administration 19, no. 2 (April 1999): 32–49. http://dx.doi.org/10.1177/0734371x9901900205.

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14

Nikitina, A. S., and Yu M. Kuznetsova. "PERSONNEL INNOVATIONS IN PUBLIC AND MUNICIPAL ADMINISTRATION." Management Issues, no. 3 (2019): 191–98. http://dx.doi.org/10.22394/2304-3369-2019-3-191-198.

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15

Bina, Michael J. "Proactive Personnel Administration: A Model for Administration as a Helping Profession." Journal of Visual Impairment & Blindness 80, no. 2 (February 1986): 565–69. http://dx.doi.org/10.1177/0145482x8608000201.

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A study of the role of administrators in education and rehabilitation, this article confronts the problems arising from a lack of constructive, interpersonal communication and discusses prevalent trends in administration which focus more on technological and electronic advancements rather than daily staff concerns. Suggesting that all too often administrators become managers of things rather than people, the author proposes the need for a proactive administrative approach, introducing a help-giving attitude rather than a bureaucratic style of management. Concrete recommendations for improving the work environment through an ongoing responsiveness to staff needs and concerns are offered.
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16

Beatty, Richard W. "Book Review: Human Resources, Personnel, and Organizational Development: Experiential Exercises for Personnel Administration." ILR Review 40, no. 3 (April 1987): 458–59. http://dx.doi.org/10.1177/001979398704000328.

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17

Kamat, G. S. "Personnel Administration in Cooperative Departments and Cooperative Development." Indian Journal of Public Administration 31, no. 3 (July 1985): 933–39. http://dx.doi.org/10.1177/0019556119850336.

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18

Jacobson, Stephen L. "Book Review: Personnel Administration in Education (3rd Edition)." Journal of School Leadership 2, no. 1 (January 1992): 128–29. http://dx.doi.org/10.1177/105268469200200111.

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19

Fox, Siegrun F. "Professional Norms and Actualpractices in Local Personnel Administration." Review of Public Personnel Administration 13, no. 2 (April 1993): 5–28. http://dx.doi.org/10.1177/0734371x9301300202.

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20

Lee, Woo-Kwon. "A Trend Analysis of Public Personnel Administration Papers." Korean Journal of Local Government & Administration Studies 24, no. 1 (June 2010): 239–56. http://dx.doi.org/10.18398/kjlgas.2010.24.1.239.

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21

Kobelіa, Z. I., and S. I. Todoriuk. "Digitalization of HR: The Future of Personnel Administration." Business Inform 1, no. 528 (2022): 397–402. http://dx.doi.org/10.32983/2222-4459-2022-1-397-402.

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The article is concerned with digitalization in the sphere of HR. The publicatopn provides an overview of digital instruments in the sphere of human resource management, which are implemented in companies. This demonstrates the diversity of automated and digital capabilities in all areas of human resource management: mobile employer; development of corporate social networks; mobile software and applications as the main platforms for HR instruments; studying anywhere and at any time; intellectualization and robotics of HR-sphere documentation processes; personal approach and cognitive technologies. The active development of companies that create products and provide digital services in the HR are specified. The authors carry out an analysis of tendencies in the process of digitalization of the personnel management service, a study of the main opportunities and risks, since there is a need to introduce various digitalization instruments into the activities of the HR service. It is determined that digital HR involves changing the ways of interaction with employees and careful development of personnel strategy – how exactly and by what methods the main stages of HR specialist work will be implemented: recruitment, development, staff retention and dismissal. The formation and development of the Digital strategy integrated with business and HR strategies becomes a prerequisite for ensuring future competitiveness by transforming the business from a traditional to a technology company. The key and most sought-after skills that HR managers need to develop in order to remain a valuable and effective specialist are described. The main requirements for the effective implementation and development of digital technologies in the processes of enterprise management in general and human resource management in particular are considered and generalized.
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22

Ugoani, John Nkeobuna Nnah. "Public personnel administration and human resource management paradigm on public service performance: Nigerian pendulum." Independent Journal of Management & Production 13, no. 2 (April 1, 2022): 606–26. http://dx.doi.org/10.14807/ijmp.v13i2.1503.

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Public personnel administration draws heavily from private personnel administration and using such knowledge for successful management within the permanent bureaucracy. Professional management of people in government is fundamental towards public service performance and the public good. From the nineteenth century and now public sector human resource management continuous to move away from the traditional personnel management approach and heading towards the new public management paradigm for improving public service performance. With 219 participants and by the exploratory research design, the result of the study indicates strong positive correlation between public personnel administration and public service performance. The study suggests that further study could examine the relationship between law making and its interpretation on public sector human resource management. It recommends that public personnel administration should learn more from the new public management approach to enhance effectiveness.
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23

PALCHYK, HENADZI U., NATALYA V. VOLOKH, ARTHUR P. HASANOV, VICTOR V. GERMENCHUK, NATASHA A. DUBINKO, SERGEY M. ZABELOV, ANDREI Z. IGNATYUK, et al. "Evolution of public administration systems: Republic of Belarus." Public Administration 22, no. 3 (2020): 86–118. http://dx.doi.org/10.22394/2070-8378-2020-22-3-86-118.

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The article examines the processes of state construction, formation and development of government institutions, the system of state and local government through the prism of the features of the historical, socio-economic and cultural development of the Republic of Belarus. The authors noted the ongoing systematic measures to improve and de-bureaucratize state bodies, as well as the creation of a mechanism for organizational regulation of e-government. The Republic traditionally occupies high positions in international rankings on the e-government development Index (EGDI), which is compiled by the UN Department of economic and social development and characterizes the state of information and communication technology infrastructure, human capital and public services provided online. Programs to ensure the implementation of the state personnel policy of the Republic of Belarus were analyzed. The availability of a trained reserve is considered as the most important condition for ensuring the continuity of managerial personnel and improving the efficiency of public administration. Researchers see the creation of a coherent system of continuous professional training in the field of management as one of the key tasks at the present stage. The conceptual and legal basis for professional training and continuing education of senior personnel is formulated in a number of state legislative acts. In particular, in accordance with the state order, the relations related to the implementation of educational activities by the Academy of Public Administration under the President of the Republic of Belarus for training, retraining, internship and advanced training of senior personnel of state bodies and other state organizations, persons included in the reserves of senior personnel and in the prospective personnel reserve are regulated.
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24

Wooldridge, Blue. "Assessing the Professional Orientation of Public Personnel Administration Courses." Public Personnel Management 18, no. 3 (September 1989): 279–89. http://dx.doi.org/10.1177/009102608901800303.

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Courses in public personnel administration form an important part of the public administration curriculum. However, public administration education has come under substantial criticism for not adequately preparing professionals for careers in the public service. This article describes some key characteristics of education for the professions and uses these characteristics as criteria to assess the course syllabi for nearly forty public personnel administration courses. After finding that the vast majority of these courses appear to lack the requirements for courses in professional education, the article presents some suggestions that instructors of public personnel administration might wish to incorporate in the design and delivery of their efforts.
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25

Cargill, Jennifer. "Personnel and Technology:." Journal of Library Administration 13, no. 1-2 (November 7, 1990): 31–46. http://dx.doi.org/10.1300/j111v13n01_04.

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26

Doherty, Kathleen M., David E. Lewis, and Scott Limbocker. "Presidential Control and Turnover in Regulatory Personnel." Administration & Society 51, no. 10 (September 18, 2019): 1606–30. http://dx.doi.org/10.1177/0095399719875458.

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Career executives often occupy administrative positions that determine the pace and content of policy, such as those responsible for developing regulations. Yet, presidential administrations need control over these positions to achieve policy aims. This article considers the extent to which new presidential administrations marginalize career executives in key regulatory positions by transferring responsibilities to another individual and whether the mere expectation of political conflict with a new administration drives career regulators from their positions. Using unique new data on 866 career regulators that led major rulemaking efforts between 1995 and 2013, we demonstrate that turnover among career executives in key regulatory positions increases following a party change in the White House. Turnover also increases during a presidential election year, but this effect is conditioned by bureaucrats’ expectations of the election outcome. Finally, career executives are more likely to depart in response to favorable labor market conditions. Given our findings that turnover in regulatory responsibilities is driven both by presidential marginalization and strategic exit by bureaucrats, we conclude with implications for presidential efforts to control the administrative state.
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27

Et al., Sin Ngamprakhon. "Educational Administration: Concept, Theory and Management." Psychology and Education Journal 58, no. 1 (January 29, 2021): 1605–10. http://dx.doi.org/10.17762/pae.v58i1.953.

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The objectives of this research were: 1) to study the concepts and theories of educational administration, 2) to study the model of educational management, and 3) to analyze the theoretical tendency and the educational management model in practice. The primary data were collected from the Tipitaka in Thai version of Mahachulalongkornrajavidyalaya University and Commentaries. The secondary data were collected from Buddhist documents, educational administration, and interviews with 10key informants. The collected data were analyzed by content analysis. The research results indicated that: 1) the concepts and theories concerning academic affairs, teaching and learning management and evaluation by information technology, personnel management are an important part to drive the organization into effectiveness by setting job channel and description, and personnel development in virtue and knowledge. The budget is a factor to make the organization achieve its goal. The institutional environment is to support the management and work performance effectively. Furthermore, the participation in educational administration is a key factor to push the operation according to policy and plan. 2) The educational management model based on the Ministry of Education consisted of 4 aspects; Academic management, Budget management, Personnel, and General administration with stability and relevant to the 20-Year National Strategy and Thailand 4.0, by development and empowerment of potential, opportunity, equality of people, and enhancing people's quality of life with eco-friendly system, and educational system and management development. 3) The analysis of theoretical trends and educational management models into practice in 4 aspects; academic affairs, budget, personnel, and general management in practice is to strengthen the stability and reconciliation relevant to modern administration system with innovation and social network by using the educational administration in the digital age integrated with Buddhist principles to become a professional administrator in the present situation.
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28

Klingner, Donald, Carolyn Ban, and Norma M. Riccucci. "Public Personnel Management." Public Administration Review 52, no. 2 (March 1992): 211. http://dx.doi.org/10.2307/976484.

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29

Kim, Jong Seob. "A Personnel Administration System of Muzhiguan in Tang Dynasty." CHUNGGUKSA YONGU (The Journal of Chinese Historical Researches) 125 (April 30, 2020): 121–59. http://dx.doi.org/10.24161/chr.125.121.

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30

Gagné, Jean. "Application de la convention collective et administration du personnel." Relations industrielles 4, no. 8 (March 6, 2014): 73–74. http://dx.doi.org/10.7202/1023512ar.

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31

Gagné, Jean. "The Application of the Collective Agreement and Personnel Administration." Relations industrielles 4, no. 8 (March 6, 2014): 73–74. http://dx.doi.org/10.7202/1023519ar.

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32

Coggburn, Jerrell D. "The Effects of Deregulation on State Government Personnel Administration." Review of Public Personnel Administration 20, no. 4 (October 2000): 24–40. http://dx.doi.org/10.1177/0734371x0002000404.

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33

Stein, Lana. "Dual Strands in Municipal Personnel Administration: Politics and Professionalism." Review of Public Personnel Administration 8, no. 2 (March 1988): 37–48. http://dx.doi.org/10.1177/0734371x8800800204.

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Personnel rules are not neutral and for over a century have given preference to either political needs or the reform desire for apolitical expertise. In either case, particular interests have been served. Today's municipal personnel practices reflect both the traditional reform spirit and the changes necessitated by equal opportunity and affirmative action and the desire for greater managerial control. It is a time of transition, with as yet no dominant motif.
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34

Coe, Charles K. "The MBTI: Potential Uses and Misuses in Personnel Administration." Public Personnel Management 21, no. 4 (December 1992): 511–22. http://dx.doi.org/10.1177/009102609202100407.

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The Myers-Briggs Type Indicator (MBTI) is a useful instrument for team building, strengthening communications, decision making, and for diagnosing organizational dysfunctions. The MBTI is, however, also misued if used for employee selection, or to unfairly stereotype. Misuses of the MBTI and not seeing the instruments' full potential in the organization, stem largely from inadquate training. Training in the MBTI should be expanded to teach how to typewatch, shadow integration, and how to use the MBTI to improve customer relations.
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35

Klingner, Donald. "Reinventing Public Personnel Administration as Strategic Human Resource Management." Public Personnel Management 22, no. 4 (December 1993): 565–78. http://dx.doi.org/10.1177/009102609302200406.

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Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.
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36

Chandler, Ralph Clark. "THE MYTH OF PRIVATE SECTOR SUPERIORITY IN PERSONNEL ADMINISTRATION." Review of Policy Research 5, no. 3 (February 1986): 643–53. http://dx.doi.org/10.1111/j.1541-1338.1986.tb00438.x.

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37

Newman, Jerry M. "Book Review: Personnel: Handbook of Wage and Salary Administration." ILR Review 38, no. 4 (July 1985): 675–76. http://dx.doi.org/10.1177/001979398503800428.

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38

Grenda, Bogdan, and Andrzej Soboń. "NATIONAL DEFENCE TRAINING OF PUBLIC ADMINISTRATION PERSONNEL IN POLAND." Security and Defence Quarterly 21, no. 4 (October 22, 2018): 89–107. http://dx.doi.org/10.5604/01.3001.0012.7465.

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39

Stivers, Camilla, and Ralph P. Hummel. "Personnel Management: Politics, Administration, and a Passion for Anonymity." Public Administration Review 67, no. 6 (November 2007): 1010–17. http://dx.doi.org/10.1111/j.1540-6210.2007.00792.x.

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40

Shafiqul Huque, Ahmed, and Firowz Ahmed. "Public Personnel Administration: Tradition, Problems and Issues in Bangladesh." Asian Journal of Public Administration 14, no. 1 (June 1992): 25–45. http://dx.doi.org/10.1080/02598272.1992.10800261.

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41

Sang Yub, Ryu, and Lee Soo Yong. "Strengthening Network Ties through Mentoring of Alienated Personnel." Korean Journal of Policy Studies 26, no. 3 (December 31, 2011): 53–67. http://dx.doi.org/10.52372/kjps26304.

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This study examines the social network aspects of mentoring in order to suggest ways to manage alienated public employees. It also explores the impact of mentoring that requires closer relationships between mentors and mentees to develop network ties. Networks of trust, respect, and friendship among soldiers in four barracks of the Republic of Korea Army (two experimental groups and two control groups) were measured using a social network survey. Alienated soldiers in the experimental groups were mentored by fellow soldiers with stronger ties, while no such mentoring was conducted in the control groups. After three months of mentoring, changes in network strengths were found among alienated soldiers in the experimental groups, while no significant changes were found among alienated soldiers in the control groups. This study is expected to contribute to human resource management by suggesting ways to strengthen the network ties of alienated personnel through mentoring.
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42

Meilina, Susiyanti. "IMPLEMENTASI PENGELOLAAN ADMINISTRASI PERSONALIA PADA PT. GANDA PRABU NUSANTARA PEKANBARU." Ensiklopedia Sosial Review 2, no. 3 (September 26, 2020): 197–207. http://dx.doi.org/10.33559/esr.v2i3.563.

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Implementation of personnel administration at PT. Ganda Prabu Nusantara begins with the process of human resource planning, the activities carried out to determine the human resource needs of a company. The purpose of this research is to: 1) find out how the implementation of personnel administration management at PT.Ganda Prabu Nusantara; 2) find out what are the obstacles encountered in the implementation of personnel administration management at PT. Ganda Prabu Nusantara; 3) find out what are the efforts made to overcome obstacles in the implementation of personnel administration management at PT. Ganda Prabu Nusantara Pekanbaru. This type of research is a qualitative study using descriptive methods, namely research that tries to describe, tell, and interpret a phenomenon that occurs at the present time. . The selection of informants in this study was chosen by incidental sampling, namely sampling by taking individuals who can be reached or met .. The type of data is primary data and secondary data collected through interviews, observation, and library research. The analysis technique used is qualitative analysis. The results of this study indicate that: the implementation of personnel administration management at PT. Ganda Prabu Nusantara Pekanbaru that the planning was carried out by the chief director and his senior staff in order to obtain a mature plan regarding the programs of PT. Ganda Prabu Nusantara going forward. The conclusion is the implementation of personnel administration management at PT. Ganda Prabu Nusantara is that in recruiting employees requires a workforce planning process, because there are no mistakes in recruiting employees in recruitment. The method used by PT. Ganda Prabu Nusantara is the open and closed method. In recruiting PT. Ganda Prabu Nusantara employees have certain criteria that must be possessed by prospective employees, although there are obstacles but there are efforts to overcome them. Suggestions: expected by the leadership of PT. Ganda Prabu Nusantara in carrying out personnel administration must be increased again in order to experience maximum performance improvement; there are trainings and there are adequate incentives for employees based on policies from the leadership.
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43

Crocco, Todd J., Travis C. Gullett, Edward C. Jauch, Richard W. Hornung, and Thomas C. Chenier. "The Feasibility of Neuroprotective Agent Administration by Pre-hospital Personnel in an Urban Setting." Stroke 32, suppl_1 (January 2001): 369. http://dx.doi.org/10.1161/str.32.suppl_1.369-c.

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P167 Previous studies have demonstrated the importance of early stroke recognition and treatment. Emergency medical service (EMS) personnel are often the stroke patient’s first contact with medical personnel. If clinical trials involving neuroprotective agents (NAs) are successful, prehospital initiation of NAs may allow early administration of these agents. Objective: To determine the potential time reduction to administration of NAs if initiated by EMS personnel in the urban prehospital setting. Method: 23 urban EMS agencies volunteered to participate in this study. Prehospital personnel completed a stroke assessment checklist on any patient considered to be a potential stroke victim. The checklist collected demographic information, clinical inclusion/exclusion criteria for NA administration (including a prehospital stroke scale), and event/decision times. The time data included: scene arrival, scene departure, emergency department (ED) arrival, and estimated time of NA administration. Patients with checklists meeting the hypothetical clinical inclusion criteria (but none of the exclusion criteria) and with completed time data were enrolled in this study. Data analyses were performed using regression analysis and Student’s t-test. Results: Of the 30 patients enrolled in this study to date, 13 met criteria to receive NAs. On average, EMS personnel documented the theoretical NA administration 9.8±7.6 minutes prior to ED arrival (during a mean prehospital course of 33±12 minutes). In 6 cases, the NA would have been administered on scene and the remainder en route to the hospital. The EMS providers’ years of experience did not affect the theoretical NA administration time (p=0.705). Study enrollment continues, and approximately 100 enrolled patients are expected by January 1, 2001. Accuracy of EMS stroke recognition will be included in the final analysis. Conclusion: In the urban prehospital setting, all patients deemed eligible for NA administration could have been initiated on this therapy by EMS personnel prior to ED arrival.
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44

"Public personnel administration and constitutional values." Choice Reviews Online 30, no. 06 (February 1, 1993): 30–3505. http://dx.doi.org/10.5860/choice.30-3505.

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45

"Administration du personnel du cabinet médical." Bulletin des Médecins Suisses 94, no. 23 (June 4, 2013). http://dx.doi.org/10.4414/bms.2013.01569.

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46

Christensen, KF, L. Nikolajsen, H. Kirkegaard, and EF Christensen. "Prehospital fentanyl administration by ambulance personnel." Scandinavian Journal of Trauma, Resuscitation and Emergency Medicine 21, S2 (September 2013). http://dx.doi.org/10.1186/1757-7241-21-s2-a42.

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47

"Section on Personnel Administration and Labor Relations." Review of Public Personnel Administration 20, no. 1 (January 2000): 79–80. http://dx.doi.org/10.1177/0734371x0002000109.

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48

"Section on Personnel Administration and Labor Relations." Review of Public Personnel Administration 20, no. 2 (April 2000): 79–80. http://dx.doi.org/10.1177/0734371x0002000208.

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"Section on Personnel Administration and Labor Relations." Review of Public Personnel Administration 20, no. 3 (July 2000): 86–87. http://dx.doi.org/10.1177/0734371x0002000309.

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50

"Index to Review of Public Personnel Administration." Review of Public Personnel Administration 21, no. 4 (December 2001): 348–50. http://dx.doi.org/10.1177/0734371x0102100410.

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