Economic Commission for Africa Public Sector Management Reforms in Africa Economic Commission for Africa ECA/DPMD/PSM/TP/03/1 Public Sector Management Reforms in Africa: Lessons Learned Development Policy Management Division (DPMD) Addis Ababa‚ Ethiopia December 2003 For this and other publications‚ please visit the ECA website at the following address: http://www.uneca.org or contact: Publications Economic Commission for Africa P.O. Box 3001 Addis Ababa‚ Ethiopia Tel.: 251-1-44
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HIV/AIDS – An International Concern November 16th 2009 Abbreviations and acronyms AIDS : Acquired Immunodeficiency Syndrome ARV : Antiretroviral (drug) CDC : Centers for Disease Control G8 : Group of Eight GFATM : The Global Fund to Fight AIDS‚ Tuberculosis and Malaria HIV : Human Immunodeficiency Virus NGO : Nongovernmental Organization TERG : Technical Evaluation and Reference Group UN : United Nations UNAIDS : Joint United Nations Program on HIV and AIDS UNESCO : United
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Relations in the Public Sector INTRODUCTION ……………………………………………………………………... LITERATURE REVIEW ………………………………………………………………. TRADITIONAL IR SYSTEM INCLUDING DISCUSSION OF THE TRADITIONAL PUBLIC SECTOR MODEL ………………………………………… ANALYSIS AND FINDINGS …………………………………………………………. RECOMMENDATIONS ………………………………………………………………. CONCLUSION …………………………………………………………………………. INTRODUCTION Industrial relations is concerned with the relationship between management and workers and
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PO – 607: Public Personnel Management/Hand out 1 Public Personnel Management: An Introduction People of a country are an important asset for it‚ so is the case with organisations. The successful functioning of an organisation depends on its manpower and quality of leadership. The manpower by itself does not contribute to the development of an organisation; it has to be converted into human resources through systematic planning‚ adequate training and proper education. Without the growth of human resources
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I. INTRODUCTION Personnel management also known as Human resource management (HRM) is the strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms “human resource management” and “human resources” (HR) have largely replaced the term “personnel management” as a description of the processes involved in managing people in organizations
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Introduction Public sector management‚ was introduced in the UK during the era of Margaret Thatcher and in the US during President Ronald Regan’s term of office (1970s and 1980s). This transformation in the management of the public sector was adopted by many countries as a strategy for government as a means to solve problems that was existing in the delivery of public goods and services. The rigid‚ hierarchical‚ bureaucratize form of public administration was changed to a
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Personnel management is more administrative in nature‚ dealing with payroll‚ complying with employment law‚ and handling related tasks. Human resources‚ on the other hand is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization. When a difference between personnel management and human resources is recognized‚ human resources can be described as much broader in scope than personnel management. Human resources is said to incorporate
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safe practices and mental demands of the job (Foot & Hook‚ 2011‚ p. 50). Firstly‚ The main aim of job design for efficiency is simplifying the work to maximise efficiency. (Foot & Hook‚ 2011‚ p. 51) Job design for motivation is expressed through five
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personnel management Administrative discipline of hiring and developing employees so that they become more valuable to the organization. It includes (1) conducting job analyses‚ (2) planning personnel needs‚ and recruitment‚ (3) selecting the right people for the job‚ (4) orienting and training‚ (5) determining and managing wages and salaries‚ (6) providing benefits and incentives‚ (7) appraising performance‚ (8) resolving disputes‚ (9) communicating with all employees at all levels. Management
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limited to ensuring the daily financial goals is met. Successful applicant is required to achieve assigned KPI on relations management and customer service. He/she must be able to coach and motivate the associates to be in-line with the company’s policies and standards. As a manager‚ you are required to ensure the daily sales proceeds are recorded and reported daily to the management. You have ensure sales objectives are met in-line with the company’s sales strategy. As a successful store manager‚ he/she
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