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Issue DateTitleAuthor(s)
Jan-2004Strategic HRM in for-profit and non-profit organizations in a knowledge-intensive industry: the same issues predict performance for both types of organization.Rodwell, JJ; Teo, ST
Jan-2001The Diffusion of Managerial Innovations: A Comparison of Australian Public and Private Sector Take-Up Rates of New Organizational PraciticesPalmer, IC; Dunford, R
Jan-2006Need public policy ignore the third sector? Government policy in Australia and the United KingdomLyons, MJ; Passey, AC
29-Jul-2017Relationships with managers and harassment: the Italian nurse experienceTrinchero, E; Farr-Wharton, B; Borgonovi, E
1-Jan-2011Politicisation but not Responsiveness: Preferences and Experiences of New Zealand CouncillorsHaidar, A; Reid, M; Spooner, K
Jan-2008Boundary management, interplexity, and nostalgia: Managing marginal identities in public health workingMcMurray, R; Pullen, A
Jan-2009Community not the Councillors: A Study of Commitment of Australian Senior Council Officers Working under a Politicised Employment RelationshipHaidar, A; Spooner, KB
28-Jul-2016Comparing Malta and USA police officers’ individual and organizational support on outcomesFarr-Wharton, B; Azzopardi, J; Brunetto, Y; Farr-Wharton, R; Herold, N; Shriberg, A
29-Jul-2017Workplace bullying, workplace relationships and job outcomes for police officers in AustraliaFarr-Wharton, B; Shacklock, K; Brunetto, Y; Teo, STT; Farr-Wharton, R
1995The separation of Policy and Operations in organisations; a NSW case studyBaldwin, RJ; Walker, C
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