000			02097naa a2200349uu 4500
001			3051314520232
003			OSt
005			20210923173817.0
008			130513s2013 xx ||||gr |0|| 0 eng d
100	1		_94901 _aHondeghem, Annie
245	1	0	_aPerformance management systems for senior civil servants : _bhow strong is the managerial public service bargain?
260			_aLos Angeles : _bIIAS, _cMarch 2013
520	3		_aDuring the past couple of decades we have witnessed important reforms in the public sector in OECD countries. Various forms of performance management systems have been introduced. This had an impact on the role and position of senior civil servants. The traditional public service bargain (PSB) came under pressure and was replaced by – at least partially – a managerial PSB. This article looks at the performance management systems that have been introduced for senior civil servants in five countries (Canada, the UK, the Netherlands, Denmark, and Belgium) and their impact on the managerial PSB. When there is strong result-based control in the different phases of the performance management cycle, we assume a strong managerial PSB. The finding is that the Anglo-Saxon countries have stronger result-based control systems than the European continental countries. Therefore we conclude that in the former countries the managerial PSBs are stronger than in the latter countries
650		4	_aAgente público _913137
650		4	_aGestão de desempenho _915042
650		4	_aServiço público _932906
650		4	_912235 _a Setor Público
650		4	_aBélgica _913922
650		4	_aDinamarca _913669
650		4	_aHolanda _913170
650		4	_aReino Unido _913171
651		4	_aBélgica _913922
651		4	_aDinamarca _913669
651		4	_aHolanda _913170
651		4	_aReino Unido _913171
700	1		_aDORPE, Karolien Van _948530
773	0	8	_tInternational Review of Administrative Sciences _g79, 1, p. 9-27 _dLos Angeles : IIAS, March 2013 _xISSN 00208523 _w
856	4	2	_uO exemplar encontra-se em processamento técnico. _yAcesso
942			_cS
998			_a20130513 _b1452^b _cPedro
998			_a20130909 _b1607^b _cDaiane
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c44831 _d44831
041			_aeng