000			01695naa a2200181uu 4500
001			0041610505437
003			OSt
005			20190211171003.0
008			100416s2009 xx ||||gr |0|| 0 eng d
100	1		_aLINDORFF, Margaret _939503
245	1	0	_aWe're not all happy yet : _battitudes to work, leadership, and high performance work practices among managers in the public sector
260			_aRichmond : _bWiley-Blackwell, _cDecember 2009
520	3		_aThis article explores the attitudes of male and female managers in the public sector toward high performance Human Resource Management (HRM) policies and practices, work, and organisational leadership, and compares these attitudes to those of managers in the private sector. It finds that female public sector managers are most positive about high performance HRM policies and practices. Male public sector managers are less positive than female managers in the public sector and male and female managers in the private sector across all the measures. Psychological contract theory suggests either the changes associated with high performance HRM policies and practices, or attempts to decrease the disadvantage felt by women in the public sector may have resulted in a sense of disadvantage among some men in the sector, and created a changed, more transactional psychological contract between these men and their organisation. Strategies are needed to reengage public sector men.
773	0	8	_tAustralian Journal of Public Administration - AJPA _g68, 4, p. 429-445 _dRichmond : Wiley-Blackwell, December 2009 _xISSN 03136647 _w
942			_cS
998			_a20100416 _b1050^b _cDaiane
998			_a20100420 _b1550^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32400 _d32400
041			_aeng