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State administration in modern industrialized countries is facing major challenges to its basic institutional premises. The changing conditions of the global economy mean that the public sector needs to develop far-reaching strategies for innovation. A fundamental reform of the public sector is thus one of the most urgent issues on the international agenda. The volume examines and compares trends, issues and experiences of this reform process in Sweden and Germany.

While talent management is considered a top priority among practitioners and constitutes a major research area, the actual meaning of talent still remains largely undefined. In response to a lack of clarity and empirical basis regarding the notion of talent, various calls have been made for exploring how organizations conceptualize talent, particularly in the public sector context. This article answers these calls by adopting a qualitative in-depth case study to explore how senior Human Resources (HR) managers in public sector municipalities conceptualize talent in practice. The findings illustrate how HR managers use a variety of conceptualizations of talent. We analyze and theorize this variation and the ways of conceptualizing talent using two conceptualization categories: non-contextual conceptualizations, which are general and related to official practices (i.e. talent as future leaders and talent as a general commitment and drive forward), and contextual conceptualizations, which are specific and related to informal assumptions (i.e. talent as Trojans and specialists, talent as individual agility, and talent as public service awareness).Points for practitionersHuman Resources (HR) managers use a variety of conceptualizations of talent in practice. Two conceptualization categories – that is, "non-contextual" (general and related to official practices) and "contextual" (specific and related to informal assumptions) – help us understand this variation and the ways of conceptualizing talent. HR managers are only partly shaped by the particularities of the public sector context, and some of the talent philosophies held by HR managers do not align with the existing and official talent management practices.

This special issue of The Leadership &Organizational Development Journal adoptsas its theme, ''Public sector leadership''.Many would argue that the turbulence thatcurrently characterises the operatingenvironment of public sector organizationshighlights a need, more than ever before, foreffective leadership

Examines the influence of public sector unions on government spending; US.

An estimated one out of five employees in this country works for some branch of government. Because policies concerning the compensation of these employees rest on assumptions about the economic dynamics of the public sector, the issue of public sector employment is of vital importance in the analysis of the national economy. In Public Sector Payrolls, leading economists explore the independent and interdependent functioning of the public and private sectors and their effect on the economy as a whole. The volume, developed from a 1984 National Bureau of Economic Research conference, focuses on.

Examines the role of statutory valuations and tax valuations in the
public sector, making particular reference to the position in Singapore.
Describes the three main statutory valuations in the context of
Singapore as development charge levy, property tax assessment and land
acquisition compensation, and discusses some of the issues and problems
arising from the courts′ interpretation of the relevant laws and the
legislation governing them. Details development charge valuation.

Economists may wince when politicians compare public finance to the management of the housekeeping money or businessmen draw analogies from the experience of their firms; but it is then up to the economist to provide some alternative and better framework for public discussion of the Government's borrowing requirement and the size of the national debt.

Cover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Contents -- Acknowledgements -- 1 Introduction -- 1.1 Introduction to the chapter -- 1.2 Structures -- 1.3 Types of audit undertaken -- 1.4 Types of auditees and approach -- 1.5 Overview and conclusion -- 2 Reasons for public audit and explanations for differences -- 2.1 Introduction -- 2.2 Neo-institutional theory -- 2.3 Explanations previously applied to auditing -- 2.4 Public value examined using Moore's model -- 2.5 Explanations and evidence from other previous studies -- 2.6 Discussion and conclusion -- 3 Supreme Audit Institutions around the world -- 3.1 Introduction -- 3.2 Sources and analysis and the audit activities undertaken -- 3.3 SAI models and their activities -- 3.4 Isomorphism -- 3.5 Explanations for the existence of auditing, SAI model and types of auditing -- 3.6 Size and culture -- 3.7 Effectiveness -- 3.8 Public value -- 3.9 Discussion and conclusion -- 4 Risks and opportunities in the future -- 4.1 Introduction -- 4.2 Future opportunities for audit -- 4.3 What are SAIs preparing for? -- 4.4 Implications for the future -- 5 Overview of main themes and projections -- 5.1 Introduction -- 5.2 Main themes -- 5.3 Conclusion -- Index.