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Authordc.contributor.authorAli, Aisha J.
Authordc.contributor.authorFuenzalida Aguirre, Javier
Authordc.contributor.authorGómez, Margarita
Authordc.contributor.authorWilliams, Martin J.
Admission datedc.date.accessioned2021-11-29T21:11:29Z
Available datedc.date.available2021-11-29T21:11:29Z
Publication datedc.date.issued2021
Cita de ítemdc.identifier.citationOxford Review of Economic Policy, Volume 37, Number 2, 2021, pp. 335–366es_ES
Identifierdc.identifier.other10.1093/oxrep/grab003
Identifierdc.identifier.urihttps://repositorio.uchile.cl/handle/2250/182929
Abstractdc.description.abstractWe review the literature on people management and performance in organizations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organize our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organizational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership. and individuals' relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees' performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasized formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organizational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance-relational public management-may prove a fertile and interdisciplinary frontier for research and practices.es_ES
Patrocinadordc.description.sponsorshipPeople in Government Lab at the Blavatnik School of Government, University of Oxfordes_ES
Lenguagedc.language.isoenes_ES
Publisherdc.publisherOxfordes_ES
Type of licensedc.rightsAttribution-NonCommercial-NoDerivs 3.0 United States*
Link to Licensedc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/us/*
Sourcedc.sourceOxford Review of Economic Policyes_ES
Keywordsdc.subjectPublic managementes_ES
Keywordsdc.subjectPeople managementes_ES
Keywordsdc.subjectHuman resources managementes_ES
Keywordsdc.subjectPerformance managementes_ES
Keywordsdc.subjectPersonnel economicses_ES
Títulodc.titleFour lenses on people management in the public sector: an evidence review and synthesises_ES
Document typedc.typeArtículo de revistaes_ES
dc.description.versiondc.description.versionVersión publicada - versión final del editores_ES
dcterms.accessRightsdcterms.accessRightsAcceso abiertoes_ES
Catalogueruchile.catalogadorcrbes_ES
Indexationuchile.indexArtículo de publícación WoSes_ES


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Attribution-NonCommercial-NoDerivs 3.0 United States
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivs 3.0 United States