One Hundred and Sixth Annual Report of the Public Service Commission of South Carolina

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

One Hundred and Seventh Annual Report of the Public Service Commission of South Carolina

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

Public Service Commission of South Carolina Annual Report 1985-1986

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

Public Service Commission of South Carolina Annual Report 1986-1987

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

Public Service Commission of South Carolina Annual Report 1987-1988

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

Public Service Commission of South Carolina Annual Report 1988-1989

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

Public Service Commission of South Carolina Annual Report 1989-1990

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

Public Service Commission of South Carolina Annual Report 1990-1991

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

Public Service Commission of South Carolina Annual Report 1999-2000

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

Fifth Annual Report OF THE BOARD OF DIRECTORS OF THE SOUTH CAROLINA PUBLIC SERVICE AUTHORITY TO THE ADVISORY BOARD AND Audit Report OF THE SANTEE-COOPER PROJECT July 1, 1939-June 30, 1940

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

Eighth Annual Report OF THE Board of Directors of the South Carolina Public Service Authority TO THE Advisory Board AND AUDIT REPORT OF THE Santee-Cooper project JULY 1, 1942-JUNE 30, 1943

The South Carolina Public Service Authority makes annual reports to the Advisory Board, which reports shall be submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

South Carolina PUBLIC SERVICE AUTHORITY 23rd. ANNUAL REPORT

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

Cultural differences in nonverbal communication and their implications in public service interpreting

This paper intends to underline the importance of nonverbal cues in intercultural communication and especially in the profession of the interpreter in the public services. The first chapter focuses on giving an overview on the different components of nonverbal communication by providing a definition and examples. The chapter then analyses the different functions carried out by nonverbal language. The second chapter addresses cultural differences related to nonverbal language and provides examples for every component of nonverbal language. It also explains the distinction between high context cultures and low context cultures. Lastly, the third chapter first gives an overview on Public Service Interpreting (PSI), explaining the main features and characteristics. It then provides real examples of cultural misunderstandings related to nonverbal language which occurred in public services and gives the techniques used by interpreters to solve them. This chapter includes examples of various nonverbal cues including eye contact, touch, silence, and hand gestures.

Motivação na administração pública: um estudo de caso nos serviços municipalizados de água e saneamento de Almada

Dissertação de Mestrado em Administração Pública (MPA)

Organisational PSM Antecedents. Do HRM Practices Matter? Testing the Mediating Role of Job Satisfaction and Organisational Commitment

The present study aims to identify organisational antecedents of public service motivation (PSM). Numerous research has been devoted to the identification of socio-demographic PSM antecedents, or to its outcomes. However, organisational antecedents are understudied thus far. In order to fill this research gap, we question whether human resources management practices, whether intrinsic or extrinsic ones, might be related to PSM. Drawing on person-environment fit theoretical assumptions, we depart from the idea that PSM may be developed or sustained by HRM practices, which might contribute to create an environment allowing public employees to fulfill their needs or personal aspirations. Based upon a survey in an important Swiss municipality (N = 859), our findings surprisingly highlight that extrinsic HRM practices are significantly related to PSM, whereas intrinsic ones are not. Furthermore, when taking into account work-related outcomes, such as job satisfaction and organisational commitment, there is evidence of full mediation effects towards extrinsic HRM practices from organisational commitment. Astonishingly, neither job satisfaction nor intrinsic HRM practices are significantly related to PSM.