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UNIT 1. Human Resource Management in Perspective
Part A. The Environment of Human Resource Management
1. The Changing Workforce, Eva Kaplan-Leiserson, Training & Development, February 2005
The workforce is changing. The baby-boomer generation is in the process of being replaced by generation X and generation Y, and they have very different priorities than their parents. This will have ramifications for human resource professionals as they seek to replace the retiring boomers.
2. Numbers Games, Amy Burke Shriberg, Dissent, Winter 2004
How many people are really unemployed in the United States? The unemployment figures that are released every month really give only a distorted picture of what true unemployment is for the United States. That might help explain why the number of new jobs created during a particular month goes up and the unemployment rate goes up too.
3. HR Is Dead, Long Live HR, Shari Caudron, Workforce, January 2003
Business conditions are changing, and people in the human resource field must find new ways to be relevant to organizations or be faced with the prospect of becoming irrelevant in a rapidly changing environment.
4. What Is an Employee? The Answer Depends on the Federal Law, Charles J. Muhl, Monthly Labor Review, January 2002
You may think you are hiring a consultant or an independent contractor, but according to federal law, it may be an employee. Does it make a difference? You bet!
Part B. Human Resources and Corporate Strategy
5. Strange Bedfellows, Jeff Smith and Kristiane Blomqvist, Marketing Management, January/February 2005
Traditionally, human resources and marketing have been rivals. Marketing has always been the external arm of the corporation while human resources has always focused more on the internal functions of the organization. Successful companies know, however, that for them to truly achieve their goals, the two must work in harmony.
6. Understanding HRM-firm Performance Linkages: The Role of the “Strength” of the HRM System, David E. Bowen and Cheri Ostroff, Academy of Management Review, vol. 29, no. 2 (2004)
A strong human resource system is a characteristic of a strong corporate organization. The major features of a strong human resource system are outlined and discussed here.
7. Strategic Human Resources Management in Government: Unresolved Issues, Jonathan Tompkins, Public Personnel Management, Spring 2002
Strategic human resource planning in government is different from the private sector. This article addresses those differences and how they alter that function.
Part C. Americans with Disabilities Act
8. Unquiet Minds, Aliya Sternstein, Forbes, November 10, 2003
Many adults suffer from attention deficit hyperactive disorder. Organizations and individuals are learning to deal with it, but it takes time, effort, and understanding.
9. The Devil Is in the Details, Thomas Clark, Contemporary Long Term Care, January 2004
The Americans with Disabilities Act (ADA) is a difficult law to follow and is often at odds with local ordinances. The details of the act and its implementation are the subject of this article.
10. The ADA’s Next Step: Cyberspace, Suzanne Robitaille, Business Week Online, July 28, 2003
The ADA was passed prior to the explosion of the Internet. Applying the ADA to the Internet and making it more friendly to the disabled will be the next frontier.
Part D. Sexual Harassment
11. Not in My Company: Preventing Sexual Harassment, Jim Mulligan and Norman Foy, Industrial Management, September/October 2003
Sexual harassment can result in huge problems—that are preventable—for an organization. Such charges cost time, money, and reputation. Even if you win—you lose!
Part E. 9/11 and the War on Terror
12. Some of “Our Boys Overseas” Have Gray Hair, Allison Bell, National Underwriter Life and Health, October 25, 2004
Members of the National Guard and Reserves will have certain rights and privileges upon returning home from assignments in Iraq, Afghanistan, and other locations with the armed forces. Employers need to be aware of them.
13. The Aesthetics of Security, Ray A. Smith, The Wall Street Journal, February 19, 2003
In an age of increased security concerns, designing additional security into the building is one way to address these issues.
UNIT 2. Meeting Human Resource Requirements
Part A. Job Requirements
14. Too Old to Work?, Adam Cohen, The New York Times Magazine, March 2, 2003
Allstate Insurance decided to change the way it sold insurance; this change affected 6,400 agents, almost all of whom were over 40. These agents have filed a class action age discrimination lawsuit.
Part B. Human Resources Planning, Selection, and Recruitment
15. Can You Interview for Integrity?, William C. Byham, Across the Board, March/April 2004
What are some of the ways you can find out if a job applicant is honest? Here are some useful interview questions and techniques you can ask and use.
16. Brain Drain, Leonard Wiener, U.S. News & World Report, November 22, 2004
Over half of all federal employees will be able to retire in the next five years. This is an unprecedented event in the history of the federal civil service. Replacing these people and the skills, knowledge, and capabilities that they will take with them will be a major task.
Part C. Human Resource Information Systems
17. Tomorrow’s World, Carol Glover, People Management, February 26, 2004
New software in human resources is providing the ability to enhance productivity, performance, and corporate governance. These tools will make managing people easier and more efficient.
UNIT 3. Creating a Productive Work Environment
Part A. Motivating Employees
18. The Future of Work Motivation Theory, Richard M. Steers, Richard T. Mowday, and Debra L. Shapiro, Academy of Management Review, Vol. 29, No. 3 (2004)
Past, present, and future theories of motivation are discussed here in this article that served as an introduction to a special forum on motivation theories in this recent issue of the Academy of Management Review.
Part B. Facilitating Communications
19. Managing in the New Millennium: Interpersonal Skills, Patricia M. Buhler, Supervision, July 2005
Interpersonal skills are always going to be important to effectively communicate in the workplace. These skills will include emotional intelligence, recognizing the uniqueness of each employee, knowing that the small stuff matters, learning to listen, empowering others, and building trust.
20. Managing Employee Relations, Greg Roper, HR Magazine, May 2005
Listening to what the other person has to say is the most effective way to deal with conflict. Too often people are thinking about what their response is going to be, not what the other person is saying. Listening might be the most difficult skill for a manager to acquire.
21. Fear of Feedback, Jay M. Jackman and Myra H. Strober, Harvard Business Review, April 2003
Many people are afraid to have a conversation with the boss concerning their performance, but some conversations are necessary. Getting and using feedback on job performance is a necessary component to success in one’s career.
UNIT 4. Developing Effective Human Resources
Part A. Training Employees
22. What to Do About E-Dropouts, Allison Rossett and Lisa Schafer, Training and Development, June 2003
The Internet and other forms of electronic media have been proclaimed as the future of learning. But not all learners have been successful with this style of instruction. What to do about it is the subject here.
23. Who’s Next?, Susan J. Wells, HR Magazine, November 2003
Organizations need to develop people for leadership positions. How to do that and select the people for the positions is the topic in this article.
Part B. Career and Staff Development
24. Hot Careers for the Next 10 Years, Anne Fisher, Fortune, March 21, 2005
What are going to be the 20 fastest growing professional job categories for the next ten years? They are listed here. Are you preparing for one of these? If not, perhaps you should!
Part C. Diversity in the Workplace
25. Equality’s Latest Frontier, Diane Cadrain, HR Magazine, March 2003
Transgender issues constitute the latest frontier in non-discrimination. Sexual identity is now at the forefront of equal employment opportunity issues in the workplace.
26. The Draw of Diversity, Stacy A. Teicher, The Christian Science Monitor, November 10, 2003
Diversity is a good practice for employers to engage in. But diversity is a human resource practice and does not contribute directly to the bottom line of the organization.
UNIT 5. Implementing Compensation, Benefits, and Workplace Safety
Part A. Managing Employee Compensation
27. Philosophizing Compensation, Charlotte Garvey, HR Magazine, January 2005
Compensation of employees is always a problem. What exactly are employees worth and what should an employer pay them. Having a philosophy of compensation can help guide an employer to be consistent in his or her compensation practices.
28. Merging Compensation Strategies, Susan J. Wells, HR Magazine, May 2004
When companies merge, one of the programs that need to be reconciled is the compensation system of each organization. This may not be as easy as it sounds, especially when considering benefits, bonuses, retirement, stock options, and all the other forms of compensation.
Part B. Incentive Compensation
29. Better Carrots?, Don Durfee, CFO, July 2004
The Financial Accounting Standards Board (FASB) has ordered that at least some stock options be expensed. This will lead to fewer of these options being offered to employees, but will it generate better and more effective incentives for employees?
30. Ten Steps to Designing an Effective Incentive Program, Bruce Bolger, Employment Relations Today, Spring 2004
What needs to be in place for an incentive compensation program to be effective in motivating employees? The steps in designing a program to answer that question are provided by Bruce Bolger.
Part C. Executive Pay
31. Executive Compensation: Are Some Paid Too Much?, Fred Maidment, Journal of Pension Planning and Compliance, Winter 2003
In 2001, new records were set for CEO compensation. Yet the stock price, sales, and corporate profits of many of these executive’s companies plummeted, resulting in layoffs and wage-freezes for the rank-and-file employees.
Part D. Health and Safety
32. Doc in a Box, Dawn S. Onley, HR Magazine, January 2005
Wellness and on-site monitoring devices can help an organization lower its costs in health care, by allowing employees to monitor their health. Blood pressure, heart rate and other types of monitoring can be easily done without a doctor or a nurse present.
33. Building a Mentally Healthy Workforce, Melissa Dittman, Monitor on Psychology, January 2005
Employers can help employees deal with the stress that comes with their jobs by developing programs that help them address their concerns. Flexible work schedules and working parents programs are just two examples of the types of programs that can help employees reduce stress and increase mental health.
Part E. Benefits
34. The Battle Over Benefits, Sheila Anne Feeney, Workforce Management, November 2003
One of the most contentious battles facing employers and employees is the battle over benefits. Health care, pensions, and other benefits cost employers huge sums of money, and there appears to be no limit. Something has to be done.
35. Fringe Benefits: Employer Gifts, Catina M. Scafidi and Anthony P. Curatola, Strategic Finance, December 2004
Fringe benefits are nice to have especially when you do not have to pay a tax on them. But employers need to be careful when they give little gifts to their employees during the holiday season. A Thanksgiving turkey is not taxable, but a $20.00 voucher to buy one at the local butcher is.
UNIT 6. Fostering Employee/Management Relationships
Part A. Disciplinary Action
36. The ABC’s of Employee Discipline, William Cottringer, Supervision, April 2003
Disciplining an employee at work can be difficult and has certain legal ramifications if not done properly. How to do it properly is the subject of this article by William Cottringer.
37. Hard-core Offenders, Linda Wasmer Andrews, HR Magazine, December 2004
Bad actions on the part of employees can lead to low employee morale, high employee turnover, and eventually lawsuits as well as damage to the reputation of the company. Putting a stop to this type of behavior is the focus here.
Part B. Temporary and Part-time Employees
38. Interns on the Payroll, Roseanne White Geisel, HR Magazine, December 2004
An intern may be your best prospect for a new employee. You get the opportunity to take a good look at each candidate and to pick the cream of the crop, if you are smart about picking them and establishing good ties with the school.
Part C. Ethics
39. The Morality of Time, Kathleen Gerson, Dissent, Fall 2004
The demands of the workplace seem to fall more on women than they do on men. Women are the major care providers and they are often responsible for more things at home than men. Yet, if they want to move ahead in their careers they must put in the same amount of time and dedication. Sometimes, something has to give.
40. Accounting for Corporate Behavior, John A. Weinberg, Federal Reserve Bank of Richmond Economic Quarterly, Summer 2003
The economic explanation as to why some executives engage in illegal and unethical behavior and why some are likely to continue to do so, no matter what the laws are or the potential consequences may be, is the subject of this article.
UNIT 7. International Human Resource Management
41. Globalization and the American Labor Force, Fred Maidment, Journal of Individual Employment Rights, Vol. 11, No. 2, 2003–2004
What can workers and societies do when faced with the prospect of outsourcing jobs to less costly locations? As a matter of public policy, how can governments respond to the issue of outsourcing jobs overseas? What are some of the models that have been created by developed countries to address this problem?
42. Immigration and the U.S. Economy: The Public’s Perspective, Robert J. Blendon, et al., Challenge, March/April 2005
The United States may think of itself as a nation of immigrants, but the view of immigration has fluctuated with the economy and changing events. If you want to know how Americans view immigration today, and how it is perceived to impact the labor market, then read on.
43. Learning from Our Overseas Counterparts, Paul Falcone, HR Magazine, February 2004
Some people in the United States complain about government laws and restrictions concerning employees. Yet, a look outside the United States gives a quick education on how things are very different in other countries. Some are better, some worse, depending on the perspective.
44. Sexual Harassment in the European Union: The Dawning of a New Era, James M. Owens, Glenn M. Gomes, and James F. Morgan, SAM Advanced Management Journal, Winter 2004
The European Union is addressing sexual harassment in an attempt to standardize practices and definitions throughout the continent. This could lead to some societal change in the members.
45. Don’t Settle for Less: Global Compensation Programs Need Global Compensation Tools, Al Wright, Employee Benefit Plan Review, March 2004
Domestic compensation planning is difficult enough; international compensation planning is even harder. Here are some ways to address issues in international compensation.