Locality pay for federal employees /

"June 26, 1989"

Federal quality management : strategies for involving employees : report to the Director, Office of Personnel Management /

"B-249779"--P. 1.

The role of delegated examining units : hiring new employees in a decentralized civil service : a report to the President and the Congress of the United States /

"August 1999"--P. [1]

Decisions of the Employees' Compensation Appeals Board /

Mode of access: Internet.

Age discrimination : use of waivers by large companies offering exit incentives to employees /

"April 1989."

Agreement between the Office of Hearings and Appeals and National Treasury Employees Union /

Cover title.

Questions and answers on the Public employees' fair employment act, 1967 /

Public employees' fair employment law, Article 14 of civil service law, Chapter 392 of the Laws of 1967 : p. 21-32.

Federal Employees Flexible and Compressed Work Schedules Act of 1982.

At head of title: 97th Congress, 2d Session, House of Representatives, report no. 97-433.

Development of career progression systems for employees in the foodservice industry,

"Prepared for the Manpower Administration, U.S. Department of Labor, under contract no.82-17-71-19."

Recovering from Natural Disasters: Helping Museum Employees Return to Workplace Normalcy

Thesis (Master's)--University of Washington, 2016-06

Cultures within culture: Unity and diversity of two generations of employees in state-owned enterprises

This study adopts integration and differentiation perspectives to examine why unity and diversity of organizational cultures emerged as a function of economic reform, and how subcultural differences were reflected in employees' perceptions of cultural practices. Data were gathered from in-depth interviews and a large-scale survey in two large, state-owned enterprises in north-east China. Results indicated that, although all employees were oriented towards a common set of cultural themes, the two generations of employees did not exemplify the themes in the same way. Specifically, unity was illustrated by employees' desire to maintain Harmony and to reduce Inequality. Diversity was revealed by first-generation employees' higher ratings on Loyalty, Security and even Bureaucracy. The findings are discussed in the light of traditional Chinese cultural values, political ideology and the social context. Implications are drawn for organizational cultural theory and research.

Do Australian public sector employees have the type of culture they want in the era of new public management?

New public management theory proposes that public sector organisations should be managed more like private sector organisations. It is therefore expected that public sector managers will have preferences for an organisational culture that will reflect the culture of private sector organisations, with an external rather than internal orientation. The current research investigated the idea that managers' perceptions of ideal organisational culture would be different to the bureaucratic model of culture (internally oriented), which has traditionally been associated with public sector organisations. Responses to a competing values culture inventory were received from 925 public sector employees. Results indicated that the bureaucratic model is still pervasive; however, managers prefer a culture that is more external, and less control focussed, as expected. Lower level employees expressed a desire for a culture that emphasised human relations values.

Effects of psychological contract breach on performance of IT employees: The mediating role of affective commitment

In this study, we investigated the relationships between psychological contract breach, affective commitment, and two types of employee performance (i.e. civic virtue behaviour and in-role performance). It was predicted that an experience of contract breach can severely hurt the affective commitment of the employees and this, in turn, results in poor in-role performance and less civic virtue behaviours. Results revealed that affective commitment had differential mediating effects on the two types of employee performance. That is, affective commitment mediated the relationship between breach and self-reported and supervisor-rated civic virtue, but not the relationship between breach and in-role performance.