000			01663naa a2200181uu 4500
001			0110312321041
003			OSt
005			20190218141909.0
008			101103s1989 xx ||||gr |0|| 0 fre d
100	1		_aSAINSAULIEU, Renaud _942814
245	1	0	_aGestion des ressources humaines dans le secteur public et privé
260			_aParis : _bIIAP, _cjanv./mars 1989
520	3		_aToday, human resources management (HRM) is structured around the development of a collective capability, the search for individual commitment, and the management of the problems associated with employment. HRM is an organizational response to an environment in crisis. The changes taking place in the administrative sector's environment can only provide a spur to reform of human resources management if the administrative authorities adopt an open attitude to this environment, while drawing on their human potential and "company culture" to hammer out a project and mobilize staff. The civil service hs advantages: security of tenure, cultural homogeneity (the culture of public service), and experience in collective policy-making. To handle this opening properly, personnel management coud be developed along three lines: increasing inflows of staff from other sectors, encouraging mobility between regions, professions, specializations, and countries, and using existing collective capabilities to promote a more decentralized administration
773	0	8	_tRevue Française D'Administration Publique _g49, p. 73-80 _dParis : IIAP, janv./mars 1989 _xISSN 01527401 _w
942			_cS
998			_a20101103 _b1232^b _cJaqueline
998			_a20101108 _b1522^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c37108 _d37108
041			_afre