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Consequences of Fiscal Adjustment and Public Finance Management. The Costs of Limiting the Fiscal Imbalance in Eurozone Countries

., Negative Weights for Performance Measures, International Public Management Journal, 12:3, 332-344, 2009 European Commission, European Union Public Finance: New book edition released, Brussels 2015. IMF, Fiscal Monitor, Washington 2012 and 2013. Kelly, J., Rubin, M., Budget and Accounting Reforms. In Ferlie, E., Lynn, L. and Pollitt, C. (Eds.), The Oxford Handbook of Public Management , (pp. 563-590). 2005 New York. Maarten de Jong, Iris van Beek and Rense Posthumus, Introducing accountable budgeting: lessons from a decade of performance

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Benchmarking the financial performance of local councils in Ireland

–57. Järvinen, J. (2009). Shifting NPM agendas and management accountants’ occupational identities. Accounting, Auditing and Accountability Journal, 22 (8), 1,187–210. Jordan, S., & Messner, M. (2012). Enabling control and the problem of incomplete performance indicators. Accounting, Organizations and Society, 37 (7), 544–64. Julnes, P. D. L., & Holzer, M. (2001). Promoting the utilization of performance measures in public organizations: An empirical study of factors affecting adoption and implementation. Public Administration Review, 61 (6), 693

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The potential for public value frameworks in Northern Ireland and Ireland

]. MacCarthaigh, M. (2008). Public service values [CPMR discussion paper 39]. Dublin: Institute for Public Administration. Meynhardt, T. (2009). Public value inside: What is public value creation International Journal of Public Administration, 32 (3-4), 192-219. Moore, M. H. (1995). Creating public value: Strategic management in government. Cambridge: Harvard University Press. National Office for Suicide Prevention. (2015). Donegal social prescribing for health & wellbeing: Evaluation report. Retrieved from https

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Emergency management on the island of Ireland – Recent cross-border developments

References Bailes, A. J. K., & Sando, C. (2014). Nordic cooperation on civil security: The ‘Haga’ process, 2009–2014. Reykjavík: Centre for Small State Studies, Institute of International Affairs. CCPB. (2014). Measures to enhance civil contingencies arrangements at local level . Belfast: OFMDFM. DEHLG. (2006a). A framework for major emergency management. Dublin: DEHLG. DEHLG. (2006b). A framework for major emergency management: Appendices. Dublin: DEHLG. Department of the Environment, NI. (2006). Departmental guidance to

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Policy, learning and regime change: Western concepts and CEE experience

REFERENCES Bailey, F.G. (1969). Stratagems and Spoils . Oxford: Basil Blackwell. Bevir, M., & Rhodes, R.A.W. (2010). The State as Cultural Practice . Oxford, UK: Oxford University Press. Boxelaar, L., Paine, M., & Beilin, R. (2006). Community engagement and public administration: Of silos, overlays and technologies of government. Australian Journal of Public Administration , 65(1), 113-126. Buduru, B., & Pal, L.A. (2010). The globalized state: Measuring and monitoring governance. European Journal of Cultural Studies , 13(4), 511

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Response of Central European Civil Security Systems to the Economic Crisis

LZS. Retrived from: http://www.dsa.cz/cz/letecka-zachrannasluzba/mapa-stredisek-lzs (accessed 15. 4. 2013) Forgues, B., & Roux-Dufort, C. (1998). Crises: Events or processes. Hazards and Sustainability: Contemporary Issues in Risk Management, (p.18). Retrived from: http://www.researchgate.net/profile/Bernard_Forgues/publication/254276369_CRISES_EVENTS_OR_PROCESSES/links/0a85e53bea59c70bd6000000.pdf (accessed 15. 5. 2015) Jachs, S. (2014). Can we measure the performance of disaster management? In Nađ, I. (Ed.), Crisis Management Days

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The statistical treatment of government interventions in the banking sector during the financial crisis

References Barnes, S., & Smyth, D. (2013). The government’s balance sheet after the crisis: A comprehensive perspective. Retrieved from www.fiscalcouncil.ie [26 April 2014]. Central Bank of Ireland. (2011). Financial measures programme - executive summary. Central Bank Quarterly Bulletin Q2, 69 -76. Central Bank of Ireland. (2014). Annual report 2014. Dublin: Central Bank. CSO. (2014a). National income and expenditure annual results 2013. Cork: CSO. CSO. (2014b). Government

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The Central Bank’s harmonised competitiveness indicators: Users beware

Council. (2012). Ireland’s productivity performance, 1980-2011. Dublin: National Competitiveness Council. NESC. (2005). NESC strategy 2006: People, productivity and purpose [Report no. 114]. Dublin: NESC. NESC. (2013). Ireland’s five part crisis, five years on: Deepening reform and institutional innovation [Report no. 135]. Dublin: NESC. O’Brien, D. (2010) Measuring Ireland’s price and labour cost competitiveness. Central Bank Quarterly Bulletin, 1, 99-103. O’Brien, D., & Scally, J. (2012). Cost

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Administrative Burden Reduction Policies in Slovenia Revisited

References Ardagna, S. & Lusardi, A. (2010). Heterogeneity in the Effect ofRegulation on Entrepreneurship and Entry Size. Journal Of TheEuropeanEconomic Association, 8 (2-3), 594-605. Armstrong, S. & Lusk, J. (1987). Return postage in mail surveys: a metaanalysis.Public Opinion Quarterly, 51 (3), 233-48. Bozeman, B. (2012). Multidimensional Red Tape: A Theory Coda.International Public Management Journal, 15 (3), 245-65. Bozeman, B. (2000). Bureaucracy and Red Tape. Upper Saddle River, NJ

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