Personnel Policies and Techniques

1954 ◽  
Vol 10 (3) ◽  
pp. 118-121
Author(s):  
C.B. Caldwell
Keyword(s):  
Personnel Policies

The Effects of Employment Protection legislationon Personnel Policies: A Review of Theoretical Modelsand Empirical results

2014 ◽  
pp. 126-140
Author(s):  
O. Mironenko
Keyword(s):  
Personnel Selection ◽  
Selection Criteria ◽  
Theoretical Models ◽  
Employment Protection ◽  
Empirical Results ◽  
Protection Legislation ◽  
Labour Contracts ◽  
Hiring And Firing ◽  
The Impact ◽  
Personnel Policies

Employers incur costs while fulfilling the requirements of employment protection legislation. The article contains a review of the core theoretical models and empirical results concerning the impact of these costs on firms’ practices in hiring, firing, training and remuneration. Overall, if wages are flexible or enforcement is weak, employment protection does not significantly influence employers’ behavior. Otherwise, stringent employment protection results in the reduction of hiring and firing rates, changes in personnel selection criteria, types of labour contracts and dismissal procedures, and, in some cases, it may lead to the growth of wages and firms’ investments to human capital.

Selected Personnel Policies for Faculty Members: An Empirical Analysis

1986 ◽  
Vol 15 (3) ◽  
pp. 345-350 ◽  
Author(s):  
John R. Tanner
Keyword(s):  
Performance Appraisal ◽  
Empirical Analysis ◽  
Colleges And Universities ◽  
Faculty Members ◽  
University Faculty ◽  
Job Evaluation ◽  
Evaluation Systems ◽  
Policies And Procedures ◽  
Personnel Policies ◽  
Made In

There are few who would disagree with the fact that sound personnel policies are important to any organization. This would include personnel policies and procedures for university faculty members as well as members of other organizations. This study was designed to analyze any change which had occurred in faculty personnel policies in selected southeastern and midwestern universities from 1972–73. Significant improvements were made in the areas of performance appraisal procedures, promotion systems, the use of position descriptions, and job evaluation systems. This is an encouraging trend in colleges and universities, and one that will hopefully continue to improve.

Een nieuw en flexibel personeelsbeleid in de lokale besturen in Vlaanderen ?

Res Publica ◽  
1998 ◽  
Vol 40 (1) ◽  
pp. 79-97
Author(s):  
Trui Steen
Keyword(s):  
Public Sector ◽  
Local Government ◽  
Labour Market ◽  
Personnel Management ◽  
Civil Service ◽  
Management Strategies ◽  
Employment Policy ◽  
The Public ◽  
Public Sector Employment ◽  
Personnel Policies

Personnel management in localgovernment in Flanders bas undergone some major reforms during recent years. We examine the purposes and the extent of these reforms. Also, the new personnel management in Flemish local government is evaluated in terms of flexibility. The Flemish civil service can be considered as an Internal Labour Market. The rigidity which characterises the Internal Labour Market in local government in Flanders is shown by the fact that local government lacks discretion in elaborating the personnel statute, which still constitutes the basis of personnel management. However, the thesis that the public sector employment policy is too rigid has to be nuanced. The civil service is familiar with irregular forms ofemployment. Infact, in Flemish local government only half of all personnel are employed according to a statute.Despite some constraints on the development of more flexible personnel policies, it is still possible to find opportunities which provide hope for the development of new and modern personnel management strategies in local government.

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