000			01775naa a2200193uu 4500
001			0120716241437
003			OSt
005			20190211173937.0
008			101207s2010 xx ||||gr |0|| 0 eng d
100	1		_aMEYER, Renate E. _924205
245	1	0	_aThe degree of decetralization and individual decision making in central government human resource management : _ba european comparative perspective
260			_aMalden : _bWiley-Blackwell, _cJune 2010
520	3		_aThis article reports a comparative study of human resource management (HRM) practices in Europe. We focus on the extent to which decision-making authority is decentralized, that is, passed down to management, and individualized in the sense of being in the discretion of a single decision maker. Using these two dimensions, this paper gives a picture of the distinct way HR decision-making practices are organized in Europe: although decentralization has been a common goal of modernization initiatives, we still find a rather high degree of centralization. Moreover, we find that decentralized decision making frequently goes hand in hand with a higher degree of shared decision making. In addition, we examine the influence of several cultural and institutional factors to address the question of embeddedness in more detail. Our results show that national culture, administrative traditions and institutional arrangements play an important role as explanatory factors for the organization of HR decision-making in Europe
700	1		_aHAMMERSCHMID, Gerhard _924204
773	0	8	_tPublic Administration: an international quarterly _g88, 2, p. 455-478 _dMalden : Wiley-Blackwell, June 2010 _xISSN 00333298 _w
942			_cS
998			_a20101207 _b1624^b _cDaiane
998			_a20101217 _b1128^b _cDaiane
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c37628 _d37628
041			_aeng