000			02295nam a22003137a 4500
001			000006300
041			_aeng
100			_922714 _aDollinger, Doug
245			_aWhy the public service modernization act has failed
264			_aOttawa _bSumit Group _c2012
264			_aOttawa _bCentre on Governance _c2012
300			_a7 páginas
505			_aIntroduction -- The PSMA: a study in stalled system-change -- HR management and people management: a difference with a distinction
520			_aThis paper argues two theses: first, that the public service, in its continued effort to modernize and renew its general approach to human resources management, has focused largely, if not exclusively, on a technocratic and process-based conception of what it means to manage people – a conception arguably radically at odds both with best practice and sound theory; second, that public service leadership has failed to develop and implement the sorts of the conceptual frameworks, never mind the concomitant tools and guidance, required to manage deeper change, such as the change that was supposed to arrive in the wake of the Public Service Modernization Act (PSMA). Along the way, I shall also explain the difference between human resource (HR) management and people management, a distinction that bears on these two theses in an important way.
650			_95272 _aADMINISTRACIÓN PÚBLICA
650			_96776 _aSERVICIOS PÚBLICOS
650			_95276 _aSECTOR PÚBLICO
650			_921440 _aDERECHO PÚBLICO
650			_921441 _aMODELOS ECONÓMICOS
650			_921442 _aFORMACIÓN PROFESIONAL
650			_96777 _aFUNCIÓN PÚBLICA
650		0	_aREFORMA AL SERVICIO CIVIL _96778
650		0	_aCONSERVACIÓN DE LA DIVERSIDAD _922715
650			_95273 _aREFORMA DEL ESTADO
650		0	_aCONSERVACIÓN DE RECURSOS DE GERNOPLASMA _922716
651			_96857 _aESTADOS UNIDOS DE NORTEAMÉRICA
773			_dOttawa : Summit Group; University of Otawa _g2012. Volumen 42 Número 1, p. 27-34 _tOptimum Online
856			_uhttp://www.optimumonline.ca/article.phtml?e=mesokurjyamp;id=407
999			_c2765 _d2765