Competency Management in the Public Sector: European Variations on a ThemeIOS Press, 2002 - 189 oldal Annotation Competency Management is increasingly being adopted as an approach to HRM in both the private and public sectors. This book will be of interest to both practitioners and academics as it seeks to inform the reader about the practice of competency management in European public services. It throws light on the origins and meanings of the concept and traces the competency movement from the 1980s in the UK and USA. It links competency management to performance management and HRM and demonstrates how a competency approach can add value to all parts of an organisation. The nine country studies provide a rich insight into the practices found across the public sectors of Europe. At one end of the spectrum is Britain with its holistic approach to competency management in the Senior Civil Service and widespread use throughout the rest of the service. Belgium, the Netherlands and Finland provide further examples of recent developments and good practice. In France and Germany, however, competency management has only just appeared on the reform agenda and the reasons for this are identified. Micro studies in Italy and Sweden provide an insight into the problems that arise when the perceptions of reformers diverge from those of managers and managed, while the study of Poland shows the problems faced by countries in transition which lack an appropriate educational sub-structure for public management and HRM. |
Tartalomjegyzék
An Analysis of the Competency | 17 |
X | 29 |
HRM Competency Frameworks in the British Civil Service | 33 |
The Flemish and Federal Governments | 49 |
Competencybased Management in the Dutch Senior Public Service | 65 |
Competency Assessment in Finnish Higher Education | 77 |
A Study of Top Managers | 91 |
A Case Study | 135 |
A Case Study of the Polish Civil | 155 |
The State of the Art in the Public Sector? | 173 |
Author Index | 189 |
Gyakori szavak és kifejezések
ability academic staff activities added value behaviours British civil service Cabinet Office career category and managers central civil servants civil service civil service organisations competency assessment competency development competency frameworks competency management competency movement competency needs competency profile competency-based competitive concept consultants context Copernicus plan core competencies defined departments and agencies effective EGPA employees evaluation external Flemish administration Flemish Community Flemish government functions German public sector Hondeghem Horton Human Resource Management identify implementation individual institutions integration internal interviews introduced KGSt knowledge leadership line managers managerial Medef Ministry modernisation objectives performance management personnel management PLOEG practice problems public administration public management public organisations public service qualifications recruitment reform responsibility role Schleswig-Holstein selection skills social SPS Office strategy Table top managers traditional University University of Helsinki vision worker category
Hivatkozások erre a könyvre
International Public Policy and Management David Levi-Faur,Eran Vigoda-Gadot Korlátozott előnézet - 2004 |