<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Marques, M. C. C.</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PERFORMANCE APPRAISAL: THE CASE OF A PUBLIC ENTITY IN PORTUGAL</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">evaluation</style></keyword><keyword><style  face="normal" font="default" size="100%">human resources</style></keyword><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">organization</style></keyword><keyword><style  face="normal" font="default" size="100%">Performance appraisal</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2022</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2022/450-1672757217.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">17</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In the past, the attempt by organizations to establish a system for evaluating their employees has shown some inconsistency. This arose, essentially, due to the lack of objectivity at the time of classification, a process that always involves strong subjectivity. In the current paradigm, more and more organizations need to implement performance evaluation models based on strategic competencies, to fulfill established objectives to cement the creation of an organization's value.
In most companies and organizations, the performance appraisal process is a tool used annually, serving only to monitor the performance of employees. If a company or organization wants to go beyond the control function, it must see the performance evaluation process as a component of performance management throughout the year. This should create conditions so that the activities carried out by the employees and the results of these, effectively contribute to achieving the organization's objectives. For the same author, it is a process that seeks to identify, observe, measure, and develop the performance of individuals, having as focus the agreement with the objectives of the organization. The purpose of performance appraisal is to obtain better results in the organizations or teams and individuals within the organization, understanding and management performance within an agreement, the structure of planned goals, standards, and competence requirements.
</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">48-62</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Marques, M. C. C.</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">HOW OUTSOURCING CAN CONTRIBUTE TO THE EFFICIENCY AND EFFECTIVENESS IN THE PUBLIC SECTOR: SOME INDICATORS ABOUT PORTUGAL</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">exploratory research</style></keyword><keyword><style  face="normal" font="default" size="100%">new public management</style></keyword><keyword><style  face="normal" font="default" size="100%">outsourcing</style></keyword><keyword><style  face="normal" font="default" size="100%">public sector</style></keyword><keyword><style  face="normal" font="default" size="100%">qualitative research</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2016/450-1482086114.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">11</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Outsourcing is a practice used by different companies to reduce costs by transferring working with outside suppliers rather than performing them internally. Cutting costs are presented as a key benefit in hiring an outsourcing service. Besides to the overall increase efficiency by more rational and efficient allocation of resources, the management of the contract with the external provider allows organizations to adopt more stringent cost control mechanisms, as all components of the relationship with the provider are formalized and systematically evaluated. It also allows the organization to transfer fixed costs to variable costs, reducing the costs related to the acquisition, management, maintenance and updating of equipment, supplies and infrastructure, as well as reduce costs with the management and supervision of teams assigned to non-core activities.
The study presented here is an early stage of research to be developed on outsourcing in Portugal and its position in relation to public authorities in other countries. It aims to propose a theoretical model to explain the use of outsourcing in the public sector, as well as a set of variables that may improve understanding of the key determinants of the success of this research.
</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">93-106</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Marques, M. C. C.</style></author><author><style face="normal" font="default" size="100%">Vanda  Maria  Vilarinho Maciel</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE ACCOUNTING OF NON-PROFIT ORGANIZATIONS IN PORTUGAL: THE CASE OF PRIVATE INSTITUTIONS OF SOCIAL SOLIDARITY (IPSS)</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">accounting standards</style></keyword><keyword><style  face="normal" font="default" size="100%">financial statements</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966429.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The nonprofit sector is made up of nonprofit organizations that, by law or custom, do not distribute any profit that may be generated by the Associates. They are institutionally separate from government, are self managed and non-binding.
 The IPSS, are non-profit institutions, created by private initiative, with the purpose of giving organized expression to the moral duty of solidarity and justice between individuals and they are not administered by the State or a local government body to proceed among others, their goals, through the provision of goods and services.
 The new accounting system of nonprofit institutions, emerges as an indispensable tool for management, because these organizations are not sufficiently different from business enterprises, public agencies, etc., Management models and practices adopted will be similar.
 This study deals with the system of accounting standards for non-profit sector entities (ESNL), part of the Accounting Standardisation System (SNC), through which they create their own accounting rules, application-specific entities to continue, under primary, non-profit activities and not distribute to its members or taxpayers any direct financial or economic gain.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">72-82</style></section></record></records></xml>