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[null,"1.","Record Nr.",null,"UNINA9910463355403321"]
[null,null,"Autore",null,"Epstein Lee <1958->"]
[null,null,"Titolo",null,"The behavior of federal judges [[electronic resource] ] : a theoretical and empirical study of rational choice / / Lee Epstein, William M. Landes, Richard A. Posner"]
[null,null,"Pubbl/distr/stampa",null,"Cambridge, Mass., : Harvard University Press, 2013"]
[null,null,"ISBN",null,"0-674-07068-2"]
[{"$nulls":4},"0-674-06732-0"]
[null,null,"Descrizione fisica",null,"1 online resource (xv, 422 p. ) : ill"]
[null,null,"Disciplina",null,"347.73/14"]
[null,null,"Soggetti",null,"Judicial process - United States"]
[{"$nulls":4},"Electronic books."]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Formerly CIP."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"A realistic theory of judicial behavior -- The previous empirical literature -- The Supreme Court -- The Courts of Appeals -- The district courts and the selection effect -- Dissents and dissent aversion -- The questioning of lawyers at oral argument -- The auditioners."]
[null,null,null,"Sommario/riassunto","Judges play a central role in the American legal system, but their behavior as decision makers is not well understood, even among themselves. The system permits judges to be quite secretive (and most of them are), so indirect methods are required to make sense of their behavior. Here, a political scientist, an economist, and a judge work together to construct a unified theory of judicial decision-making. Using statistical methods to test hypotheses, they dispel the mystery of how judicial decisions in district courts, circuit courts, and the Supreme Court are made. The authors derive their hypotheses from a labor-market model, which allows them to consider judges as they would any other economic actors: as self-interested individuals motivated by both the pecuniary and non-pecuniary aspects of their work. In their view, this model describes judicial behavior better than either the traditional \"legalist\" theory, which sees judges as automatons who mechanically apply the law to the facts, or the current dominant theory in political science, which exaggerates the ideological component in judicial behavior. Ideology does figure into decision-making at all levels of the federal judiciary, the authors find, but its influence is not uniform. It diminishes as one moves down the judicial hierarchy from the Supreme "]
[{"$nulls":4},"Court to the courts of appeals to the district courts. As The Behavior of Federal Judges demonstrates, the good news is that ideology does not extinguish the influence of other components in judicial decision-making. Federal judges are not just robots or politicians in robes."]
[null,"2.","Record Nr.",null,"UNINA9910820955003321"]
[null,null,"Autore",null,"Hunt Steven T. <1965->"]
[null,null,"Titolo",null,"Common sense talent management : using strategic human resources to improve company performance / / Steven T. Hunt"]
[null,null,"Pubbl/distr/stampa",null,"San Francisco, California : , : John Wiley & Sons, , 2014"]
[{"$nulls":4},"©2014"]
[null,null,"ISBN",null,"1-118-23392-1"]
[{"$nulls":4},"1-118-92341-3"]
[{"$nulls":4},"1-118-22023-4"]
[null,null,"Edizione",null,"[1st edition]"]
[null,null,"Descrizione fisica",null,"1 online resource (466 p.)"]
[null,null,"Disciplina",null,"658.3/01"]
[null,null,"Soggetti",null,"Manpower planning"]
[{"$nulls":4},"Employee selection"]
[{"$nulls":4},"Personnel management"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Commonsense Talent Management: Using Strategic Human Resources to Improve Company Performance; Copyright; Contents; Tables, Figures, and Discussions; Preface; Chapter 1: Why Read This Book? The Good, the Great, and the Stupidus Maximus Award; 1.1 How This Book Is Structured; 1.2 The Role of HR Technology in Strategic HR; 1.3 Why This Book Matters; Notes; Chapter 2: Strategic HR: What It Is, Why It Is Important, and Why It Is Often Difficult; 2.1 The Fundamental Processes of Strategic HR; 2.2 Why Do We Need Strategic HR Departments?; 2.3 What Makes Strategic HR Difficult; 2.4 Conclusion; Notes"]
[{"$nulls":4},"Chapter 3: Business Execution and Strategic HR3.1 Defining Business Execution; 3.2 Assessing Business Execution Needs; 3.3 Using Strategic HR Processes to Support Business Execution; 3.4 Linking Specific Business Execution Drivers to Different HR Processes; 3.5 Increasing Strategic HR Process Maturity; 3.5.1 Right People Maturity Levels; 3.5.2 Right Things Maturity Levels; 3.5.3 Right Way Maturity Levels; 3.5.4 Right Development; 3.6 Integrating Strategic HR Processes; 3.7 Conclusion; Notes; Chapter 4: Right People: Designing Recruiting and Staffing Processes"]
[{"$nulls":4},"4.1 Recruiting to Support Business Execution4.1.1 Quality of Hiring Decisions; 4.1.2 Quality of Sourcing; 4.1.3 Relationships and Networking; 4.1.4 Hiring Manager Involvement; 4.1.5 Integrated Talent "]
[{"$nulls":4},"Management; 4.2 Critical Recruiting Design Questions; 4.2.1 What Types of Jobs Are We Hiring For?; 4.2.2 How Many People Will We Need to Hire, and When Will We Need Them?; 4.2.3 What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Become Effective Employee?"]
[{"$nulls":4},"4.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Process?4.2.5 How Will We Source Candidates?; 4.2.6 How Will We Select Candidates?; 4.2.7 How Will We Get Newly Hired Employees Up to Full Productivity?; 4.2.8 How Will We Retain Employees after They Are Hired?; 4.2.9 How Will We Measure Recruiting Success and Improve Our Processes over Time?; 4.3 Recruiting Process Maturity; 4.4 Conclusion; Notes; Chapter 5: Doing the Right Things: Becoming a Goal-Driven Organization; 5.1 What It Means to Be a \"Goal-Driven\" Organization"]
[{"$nulls":4},"5.2 The Role of Goals in an Integrated Strategic HR System5.3 Goal Management Critical Design Questions; 5.3.1 How Will You Ensure Employees Have Well-Defined Goal Plans?; 5.3.2 What Are You Doing to Ensure Employees Feel a Sense of Commitment and Ownership toward the Goals They Are Assigned?; 5.3.3 What Methods Are Used to Align Employees' Goals with Company Business Strategies?; 5.3.4 How Is Employee Goal Accomplishment Measured?; 5.3.5 What Is the Relationship between Goal Accomplishment and Employee Pay, Promotions, and Recognition?"]
[{"$nulls":4},"5.3.6 How Are Goals Used to Support Employee Development and Career Growth?"]
[null,null,null,"Sommario/riassunto","A comprehensive guide to using strategic HR methods to increase company performance. This book explains what strategic human resources means, how it differs from other HR activities, and why it is critical to business performance. It walks through key questions for designing, deploying and integrating different strategic HR processes including staffing, performance management, compensation, succession management, and development. The book also addresses the role of technology in strategic HR, and discusses how to get companies to support, adopt, and maintain effective strategic HR processes"]