Annual Editions : Human Resources 03/04

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  • Edition: 13th
  • Format: Paperback
  • Copyright: 2002-12-03
  • Publisher: MCG (Manual)
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This reader of public press articles explores the current environment of human resources management; meeting human resource requirements; creating a productive work environment; developing effective human resources; implementing compensation and security; fostering employee/management relationships; and international human resource management.

Table of Contents

UNIT 1. Human Resource Management in Perspective

Part A. The Environment of Human Resource Management

1. HR Outsourcing—A Money-Saving Strategy, Stephen Norman and Rob Arbuckle, Credit Union Executive, March 2000

Many small- and medium-sized organizations are finding it difficult to staff a human resources (HR) department, so they are “renting” the expertise they need when they need it by outsourcing their HR functions.

2. 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

3. Strategizing for HR, Kathryn Tyler, HR Magazine, February 2001

Human resource departments must develop their own vision—one that complements the vision of the corporation—if they are going to be involved in the strategic planning of the organization.

4. Managing in the New Millennium: Survivors of Organizational Downsizing, Patricia M. Buhler, Supervision, October 2001

After the pain of a downsizing, the people who are left—the survivors—are going to need special attention from management if the organization is going to prosper.

5. 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

6. A Statute for Liberty, Peter McGeer, People Management, January 2002

In Britain, legislation regarding the employment of disabled people is still in its beginning stages. Peter McGeer looks at how the American experience in this area can help the British as they address the problems of disabled workers.

Part D. Sexual Harassment

7. Sexual Harassment: It Doesn’t Go With the Territory, Rachel Thompson, Herizons, Winter 2002

Despite all the negative publicity and court decisions, sexual harassment continues to be a problem in the workplace. Here are some of the things that can be done about it.

Part E. 9/11 and the War on Terror

8. Why 9/11 Didn’t Change the Workplace, Shari Caudron, Workforce, March 2002

Studies after September 11, 2001, show that the terrorist attacks did not bring massive changes to the American workplace. HR professionals need to monitor the needs of their employees to keep this from happening.

9. Dealing With HR Issues Following the 9/11 Terrorist Attacks, Robert W. Lincoln Jr., Employment Relations Today, Winter 2002

The terrorist attacks in New York, Washington, and Pennsylvania have presented human resource professionals with a new set of problems, especially in areas of safety and security. How to address these problems is the subject of this article.

UNIT 2. Meeting Human Resource Requirements

Part A. Job Requirements

10. Using Telecommuting to Improve the Bottom Line, Jason A. Greer, Thomas E. Buttross, and George Schmelzle, Strategic Finance, April 2002

This article addresses improving productivity in the workforce and using that increased productivity to enhance the bottom line. The technology for telecommuting is now commonplace and can be used effectively to achieve these ends.

Part B. Human Resource Planning, Selection and Recruitment

11. When Good Employees Retire, Bridget McCrea, Industrial Distribution, March 2001

Succession planning for valued employees is something that employers seldom think about until shortly after they have received the employee’s retirement notice. It is, however, something that should be planned for and anticipated.

12. A Dearth of Good Managers, Michael A. Verespej, Industry Week, April 2, 2001

With all the cutbacks in middle management over the past 20 years, there is now a shortage of people able and qualified to take over at the senior level of many major organizations.

13. Matching Colors, Debby Garbato Stankevich, Retail Merchandiser, March 2001

Retailers are making a real effort to connect with minorities, both as customers and as managers in their organizations.

14. Playing e-Detective, Chris Penttila, Entrepreneur, March 2002

The Internet can provide you with answers concerning a prospective employee. Be certain to double-check the information, however, as not everything on the Internet is accurate.

15. Learning From Experience, Clare Ranson and Elizabeth Raper, People Management, March 7, 2002

Age discrimination will be prohibited in the United Kingdom in 2006. Here are some useful lessons the British can take from both the American and Australian experiences.

Part C. Human Resources Information Systems

16. Teamwork Aids HRIS Decision Process, Frank Jossi, HR Magazine, June 2001

Human resource information systems represent some of the best tools available to HR professionals. Selecting the right system that meets the needs of the organization will be the key to the success of the installation.

17. A Wealth of Choice, Craig Gunsauley, Employee Benefit News, April 1, 2002

The common use of Internet-based HRIS systems is making it easier and simpler for both large and small employers to utilize these systems that give the firms the capability to conduct HR functions online.

UNIT 3. Creating a Productive Work Environment

Part A. Motivating Employees

18. Employees or Partners?, Milton Zall, Strategic Finance, April 2001

In today’s less bureaucratic, more collegial working environment, it is still necessary to motivate employees. Managers need to find out what motivates their workers and must address those needs for a more effective working environment.

19. The Extra Mile: Motivating Employees to Exceed Expectations, David King, CMA Management, February 2002

Creating an environment that is open to new ideas and rewards high performance can motivate professionals to do their best work.

20. What Makes You Tick?, Iona Bower, Employee Benefits, February 2001

Employees are looking for many things in their lives. Work is an important part of people’s lives but, still, it is only a part. It is, however, the part employers have the most influence on and the one they can do something about.

21. A Plan for Keeping Employees Motivated, Mark Gorkin, Workforce, August 2001

Peter Drucker has written that anything that gets accomplished is done by “a monomaniac with a mission.” Motivating people is one of the most difficult tasks facing managers.

Part B. Facilitating Communication

22. Enhancing Your Writing Skills, Max Messmer, Strategic Finance, January 2001

In today’s world, communication, especially written communication, is becoming even more important than it was in the past, and it is likely to remain so in the future.

23. Harmony in the Workplace: 10 Positive Strategies You Can Use, Tellervision, February 2002

Here are 10 things that can be done to help people get along with each other on the job.

24. How to Develop the Mind of a Strategist, James E. Lukaszewski, Communication World, August/September 2001

The ultimate outcome of a strategy should be the focus on communication when developing plans for the corporation.

UNIT 4. Developing Effective Human Resources

Part A. Training Employees

25. Creating a Learning Organization, Neal McChristy, Office Solutions, February 2002

With changing conditions in the workplace as well as the business environment, it is necessary for organizations to create an atmosphere where people are encouraged and rewarded for learning. People should learn not only for themselves, but to help the company’s bottom line.

26. Is Your Training a Waste of Money?, Mark McMaster, Sales & Marketing Management, January 2001

Salesmen are probably the toughest people to train. They want quick, immediate results in training that they can use immediately. Taking them out of the field costs them time and money and removes them from their clientele.

Part B. Career and Staff Development

27. Brand Yourself, Ann Brown, Black Enterprise, March 2002

To be successful in the business world, it is rapidly becoming necessary to create an image, a reputation, or a brand that will make you stand out and be successful in your career.

28. Career Development and Its Practice: A Historical Perspective, Edwin L. Herr, Career Development Quarterly, March 2001

The concept of career development has been around a long time. During the twentieth century it developed into the highly professional practice it is today.

29. Choosing the Right Path, Cassandra Hayes, Black Enterprise, April 2001

Determining the direction of one’s career is a difficult and ongoing process. This article explains some ideas on how to do that and declares that it is never too early to start.

UNIT 5. Implementing Compensation, Beliefs, and Workplace Safety

Part A. Managing Employee Compensation

30. What Are Employees Worth?, Eilene Zimmerman, Workforce, February 2001

In today’s environment of e-commerce and service companies, the true worth of many organizations is not their inventory or their bricks and mortar, but what their employees carry around in their heads.

31. Campaign for a Living Wage, Jim Hightower, The Nation, April 1, 2002

The minimum wage has declined in real terms over the past decade. Now there is a movement to do something about it.

Part B. Incentive Compensation

32. Pay and Employee Commitment: The Missing Link, Owen Parker and Liz Wright, Ivey Business Journal, January/February 2001

Does pay motivate employees? Certainly pay is a component of any compensation/motivational package, but the role that it plays and the effect that it has is controversial. This debate is addressed in this report.

33. Should You Adjust Your Sales Compensation?, David Fiedler, HR Magazine, February 2002

In the wake of September 11, 2001, the economy has slowed down, making sales more difficult as well as the salesperson’s job. Adjusting the compensation program may be necessary, but it should only be done after careful consideration.

Part C. Executive Pay

34. Executive Pay, Business Week, April 15, 2002

For the first time in many years, average executive compensation actually went down slightly due to the recession in 2001. But many executives are still compensated far more than would seem necessary.

35. The Great CEO Pay Heist, Geoffrey Colvin, Fortune, June 25, 2001

Executive pay would seem to be out of control. This Fortune article compares the compensation of some CEOs to highway robbery.

Part D. Health and Safety

36. Disengage the Rage: Defusing Employee Anger, Phillip M. Perry, Rural Telecommunications, January/February 2001

When dealing with difficult employees it is always better not to let them provoke you. Managers must remember that being a manager means being a professional and that means not being abusive and not using power to get even or to oppress.

37. How Safe Is Your Job? The Threat of Workplace Violence, Laurence Miller, USA Today Magazine (Society for the Advancement of Education), March 2002

Recent changes in the American workforce have made it a far more dangerous place, costing companies over $4 billion annually, including lost employees, training new employees, decreased productivity, higher insurance premiums, raised security costs, bad publicity, lost business, and expensive litigation.

38. The Triangle Legacy: 90 Years After Fire, Sweatshops Persist, Scott Malone and Joanna Ramey, Women’s Wear Daily (WWD), March 22, 2001

Ninety years ago the Triangle Shirtwaist Fire occurred in New York City. This started the union movement in the garment trade, which helped to curtail but not eliminate sweatshops. Today, sweatshops are still a problem.

Part E. Benefits

39. Health-Care Costs: HR’s Crisis Has Real Solutions, Shari Caudron, Workforce, February 2002

Informing employees of the cost of health care and making them more-informed and cost-conscious consumers is one way that the cost of health care insurance, expected to rise 16 percent in 2002, can be controlled.

40. A New Model for Controlling Health-Care Costs, Mary S. Case, Workforce, July 2001

One way to get control of health care costs is to have the consumers/employees share more of the burden. When people have to pay for something themselves, they tend to be much more cost-conscious about the bill.

UNIT 6. Fostering Employee/Management Relationships

Part A. Dynamics of Labor Relations, Collective Bargaining, and Contract Administration

41. A Black Eye for Labor, Aaron Bernstein, Business Week, April 8, 2002

The heads of many unions have been involved in a stock scheme involving the ULLICO insurance company, which is owned by a number of labor unions across the country. Could this be labor’s Enron?

42. Labor Law for Supervisors: Recent Developments in Employment Testing, Mary-Kathryn Zachary, Supervision, March 2001

The Equal Employment Opportunity Commission (EEOC) and the courts have made several recent determinations concerning testing, as well as worker’s rights, under the Americans With Disabilities Act.

Part B. Disciplinary Action

43. Union Rules in Nonunion Settings: The NLRB and Workplace Investigations, James F. Morgan, James M. Owens, and Glenn M. Gomes, SAM Advanced Management Journal, Winter 2002

When a corporation investigates the possibility of some wrongdoing, there are certain rules it must follow in a unionized environment. But do those rules apply to a nonunion environment? This article addresses this question.

44. Why Employees Commit Fraud, Joseph T. Wells, Journal of Accountancy, February 2001

There are three basic reasons why employees commit fraud: opportunity, pressure, and rationalization according to this article.

45. Enough Is Enough, Clifton Leaf, Fortune, March 18, 2002

Executive criminals have been getting away with their crimes for too long. When they do get caught, they are often given a fine and sent on their way.

Part C. Temporary and Part-Time Employees

46. Temporary Solution, Chrissy Kadleck, Inside Business, February 2001

Being a temporary worker offers an alternative for some people to full-time work. It also gives employers a certain amount of flexibility with their workforce and can work well for eveyone involved.

Part D. Ethics

47. Shades of Gray, Jerry G. Kreuze, Zahida Luqmani, and Mushtaq Luqmani, Internal Auditor, April 2001

A code of ethics can be a useful device for a corporation when doing business, especially when that business is outside of its home market. The problem is that the code must be flexible enough to be useful in different environments.

48. Lessons From the Darkside, Michael Kaplan and Seth Stevenson, MBA Jungle, February 2002

Most illegal enterprises have the same kind of problems that legal ones do. Legitimate businesspeople could learn a few things from their not-so-legitimate counterparts.

Part E. Enron

49. Crisis of Confidence, Zoë Roberts, People Management, February 21, 2002

The Enron scandal not only affected people in the United States but outside the country as well, and many of Enron’s foreign subsidiaries and employees are feeling the pinch.

50. Dirty Rotten Numbers, Andy Serwer, Fortune, February 18, 2002

When the Enron scandal broke, it had an impact on a number of companies, including their accountants, Arthur Andersen. But are there other companies waiting in the wings to join Enron?

UNIT 7. International Human Resource Management

51. Personnel Demands Attention Overseas, Andrew Brent, Mutual Fund Market News, March 19, 2001

Hiring the right people for overseas assignments is no easy task. Even large organizations like Citicorp, which have been doing it for years, find it difficult.

52. Cross-Cultural Awareness, Lee Gardenswartz and Anita Rowe, HR Magazine, March 2001

Dealing with employees from different cultures can be difficult, not only because of the employees, but because of their varied cultural orientation and how they will respond to a manager’s directives.

53. Safe Haven, Barbara Hanrehan and Donald R. Bentivoglio, HR Magazine, February 2002

In light of September 11, 2001, family and personal security have become more important than they were in the past. Dealing with these considerations is the subject of this article.

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