Annual Editions: Human Resources

Herausgeber: Maidment, Fred H

• Broschiertes Buch

Produktbeschreibung

Annual Editions is a series of over 65 volumes, each designed to provide convenient, inexpensive access to a wide range of current articles from some of the most respected magazines, newspapers, and journals published today. Annual Editions are updated on a regular basis through a continuous monitoring of over 300 periodical sources. The articles selected are authored by prominent scholars, researchers, and commentators writing for a general audience. The Annual Editions volumes have a number of common organizational features designed to make them particularly useful in the classroom: a general introduction; an annotated table of contents; a topic guide; an annotated listing of selected World Wide Web sites; and a brief overview for each section. Each volume also offers an online Instructor's Resource Guide with testing materials. Using Annual Editions in the Classroom is the general instructor's guide for our popular Annual Editions series and is available in print (0073301906) or online. Visit www.mhcls.com for more details.

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Produktdetails

• Verlag: McGraw Hill LLC
• 2009-2010 edition
• Seitenzahl: 164
• Erscheinungstermin: 1. Februar 2009
• Englisch
• Abmessung: 272mm x 208mm x 13mm
• Gewicht: 454g
• ISBN-13: 9780073528533
• ISBN-10: 0073528536
• Artikelnr.: 25447469

Inhaltsangabe

Annual Editions: Human Resources 09/10, 18e
Preface
Correlation Guide
Topic Guide
Internet References
Unit 1: Human Resource Management in Perspective
Part A: The Environment of Human Resource Management
1. Spotlight on Human Resource Management, James C. Wimbush, Business
Horizons, 2006
Turnover, teams, and diversity have been some of the topics of great
interest in research in human resources. This article examines some of
the trends in these areas.
2. HR Jobs Remain Secure, Fay Hansen, Workforce Management, March 12,
2007
There are more than 820,000 employees working directly in HR type jobs
with 80 percent in the private sector, according to the Bureau of Labor
Statistics. Given the trends in the economy, these jobs are expected to
grow for the foreseeable future.
3. Why We Hate HR, Keith H. Hammonds, Fast Company, August 2005
Why is it that HR is so universally disliked by so many people in so
many organizations? Why is it that Scott Adams, in his daily comic
strip on life in American industry, "Dilbert", constantly and
successfully satirizes HR in the form of the "evil HR Director,
Dogbert"? There may be some answers here.
Part B: Human Resources and Corporate Strategy
4. 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.
5. Not the Usual Suspects, Jessica Marquez, Workforce Management,
November 5, 2007
HR is becoming more demanding and an understanding of the basic
business model of the organization is a part of that demand.
Unfortunately, few people in HR have that understanding. That is why
25% of the heads of the HR Department of the Fortune 1000 companies
have tapped executives from other than HRM-firm performance divisions
to head human resources.
6. Employers Prepare to Keep, Not Lose, Baby Boomers, Diane Cadrain,
HR Trendbook, 2008
Baby boomers are preparing to retire, but wait, industry cannot afford
to let them go because there are not enough people to replace them.
Industry is attempting to make it more attractive for them to stay.
Part C: Americans with Disabilities Act
7. The Best 4 Ways to Recruit Employees with Disabilities, Yoji Cole,
Diversity Inc, October 2006
Organizations that say they cannot find capable employees with
disabilities are simply not trying very hard. Those employees are
available and when they are hired, often prove to be superior to
employees without disabilities.
8. Making Reasonable Accommodations for Employees with Mental Illness
Under the ADA, Jonathan Hafen, Employee Benefits Plan Review, September
2006
What are the legal responsibilities of the employer under the ADA
toward an employee with a mental illness? These questions are addressed
here and some of the answers may surprise you.
9. The Wonder of Work, Teri S. Arnold, USA Today, September 2007
If you are looking for a motivated workforce that is simply happy to
have a job and contribute to an organization, look no further.
Employees with disabilities will fill your bill.
10. The Disability Advantage, Allison Stein Wellner, Inc Magazine,
October, 2005
Some employers have been so successful with their disabled employees
that they have event been willing to forgo the business of customers
that, for some reason, looked down on their disabled employees.
Part D: Sexual Harassment
11. Implementing Sexual Harassment Training in the Workplace, Dave
Gottwals, Employee Benefits Plan Review, August 2006
The Federal, government as well as several states, has passed sexual
harassment laws. Here is what companies can do to protect themselves
against lawsuits filed under these statutes.
Part E: 9/11 and the War on Terror
12. Fighting for Values, Tony Blair, The New Democrat Blueprint, Vol.
2006, No. 2
The former Prime Minister of the United Kingdom of Great Britain and
Northern Ireland, Tony Blair, explains why defeating Jihadism is so
important to western civilization and why the struggle against Islamic
extremism is not a clash between civilizations, but about civilization.
Unit 2: Meeting Human Resource Requirement
Part A: Job Requirements
13. White Collared, Julie Hanus, UTNE, March/April 2008
Something is happening in the workplace and it is not a joke. Workers
are becoming disengaged from their jobs and their employers and the
attitude of "good enough" is starting to invade the workplace in many
organizations. This does not bode well.
Part B: Human Resources Planning, Selection and Recruitment
14. Managing in the New Millennium: Ten Keys to Better Hiring, Patricia
M. Buhler, Supervision, 68 (11) November 2007
One of the essential keys to being a successful manager is hiring the
right people to start with. This article presents ten keys for managers
to make certain they get the right people in the right jobs.
15. Six Ways to Strengthen Staffing, Adrienne Hedger, Workforce
Management, January 15, 2007
Employers need to do a better job of finding the right employee in an
environment of resume overload. This entails honing the search process,
offering options to candidates, and being mindful of the organization's
real needs.
Part C: Human Resource Information Systems
16. Balancing HR Systems with Employee Privacy, HR Focus, November,
2006
There is a great deal of employee information online. With new
technology safeguarding that information has become a major cause of
concern for both the employees and their employers while at the same
time being able to access the information so as to be able to use the
new technologies to their fullest extent. Balancing these concerns is
the subject here.
17. Technology Tames Password Overload, Boosts HR Data Security, Bill
Leonard, HR Trendbook, 2008
Security of computer files is of constant concern to any organization
and that is especially true in human resources. Improving that security
while making the records more accessible to the people who need them is
the theme of this article.
Unit 3: Creating a Productive Work Environment
Part A: Motivating Employees
18. The Brain Drain: How to Get Talented Women to Stay, Jennifer
Millman, Diversity, March 2008
Getting young talented women to stay in an organization is a challenge.
This article is the story of several female executives and some of the
things they have done to be successful in their careers.
Part B: Facilitating Communication
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. Banishing Bullying, Sadie F. Dingfelder, Monitor on Psychology,
July/August 2006
Abusing employees and fellow workers is no longer going to be tolerated
in the workplace. Bullying is expensive. It costs the company money and
leads to unhappy workers, low morale, and higher employee turnover, all
of which are expensive
Unit 4: Developing Effective Human Resources
Part A: Training Employees
22. Your Co-worker, Your Teacher: Collaborative Technology Speeds
Peer-Peer Learning, Ed Frauenheim, Workforce Management, January 27,
2007
How do people really learn? In formal classes or on the internet, on
from their peers in informal settings on a need to know basis? Perhaps
they learn in all these ways.
Part B: Diversity in the Workplace
23. The 40 Best Companies for Diversity, The Editors, Black Enterprise,
July 2008
What are the forty best companies for diversity in the United States as
determined by the editors of Black Enterprise magazine? Here they are
and they focus on some top minority executives as well as some
promising ones for the future.
24. The Face of Diversity is More than Skin Deep, Catherine M. Dalton,
Business Horizons, (49) 2006
Diversity is more than just the color of one's skin or gender.
Diversity is about respect. "It is about creating an environment in
which everyone feels welcome... to understand and respect others and
their choices, although I don't necessarily have to agree with them."
Unit 5: Implementing Compensation, Benefits and Workplace Safety
Part A: Managing Employee Compensation
25. 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.
26. Do Your Employees Qualify for Overtime? The Answer May Surprise You
, Dee Gill, Inc Magazine, January 2007
There are new rules regarding overtime pay and many organizations have
not yet caught up to them. If your organization does not comply, it
could cost you thousands of dollars.
Part B: Incentive Compensation
27. Pay-for-Performance Plans Should be Fair and Clear, Susan
Meisinger, HR Magazine, September 2007
When organizations have pay-for-performance plans they should match the
importance of the contribution to the company. In addition, the
criteria should be clearly stated as to what is performance so that
everyone understands.
Part C: Executive Pay
28. Pay Setters, Frank Maley, Business North Carolina, September 2006
Executive pay is likely to increase for the foreseeable future. This
article explains why and how it is happening.
Part D: Health and Safety
29. 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.
30. 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 concern.
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
31. Employee Benefits of the Future, Melissa Proffitt Reese, Linda
Rowings, and Tiffany Sharpley, Employee Benefit Plan Review, January
2007
Not all the generations in the workplace are equal and neither are the
benefit plans that would best serve their needs. Here are some
suggestions on how to address the four generations in the workplace
32. Benefits and the Bottom Line, Phillip M. Perry, Industrial
Distribution, January 1, 2007
According to the US Chamber of Commerce, benefits represent 37.2
percent of the average payroll expense in the US. The problem is that
most employees are not getting their monies worth and most firms are
not maximizing the bang they could get for the buck.
Unit 6: Fostering Employee/Management Relationships
Part A: Disciplinary Action
33. SettingUp a Disciplinary Procedure, Chartered Management Institute
Checklist, March 2006
There are procedures for disciplining employees. Here is a checklist
from the United Kingdom on how it should be done there.
34. Poor Performance & Due Process, T. L. Stanley, Supervision, 68 (1),
January 2007
Dealing with individuals who perform below expectations is always
difficult. It is important, however, to make certain that all employees
be treated equitably and that they receive full consideration according
to the rules of the company.
35. How to Investigate Workplace Misconduct & Avoid the HP Syndrome,
Jason E. Reisman, Supervision, 68 (4) April 2007
It is sometimes difficult to determine who is responsible for
misconduct in an organization, but what managers should not do are
unethical and/or illegal acts in the effort to determine the guilty
party.
Part B: Temporary and Part-time Employees
36. Working with "Temps" is Not a Temporary Job, William Atkinson,
Materials Handling Management, August 2007
Working with temporary workers is something that presents unique
problems. They do not know the job and it takes time for them to get up
to speed. Here are some companies that use temps successfully and how
they do it
Part C: Ethics
37. Business Ethics: The Key Role of Corporate Governance, John D.
Sullivan, and Aleksandr Shkolnikov, The Corporate Board,
January/February 2007
Global organizations such as the Organization for Economic Cooperation
and Development (OECD), the New York Stock Exchange (NYSE), and the
International Chamber of Commerce (ICC) to name only few have issued
guidelines and/or requirements on global ethics. Many corporations have
complied, but the list is not complete.
38. Supporting Ethical Employees, Jean Thilmany, HR Magazine,
September 2007
Ethics is an important aspect of any corporation and the corporation's
values, beliefs and ethics need to be communicated and constantly
reinforced. Here are some examples of how some companies are doing
this.
Unit 7: International Human Resource Management
Part A: Outsourcing and Off-shoring
39. Throwing the Switch, Susan Ladika, HR Magazine, March 2007
Many companies are outsourcing a variety of functions but there comes a
time when changing the outside provider may be desirable or necessary.
Here are some keys on how to do that.
40. Roots of Insecurity, Horst Brand, Dissent, Winter, 2007
Why do American workers feel so insecure? There are many reasons for
this which are explored here.
41. Collaboration is the Key to Effective Outsourcing, Stephen Miller,
HR Trend Book, 2008
Outsourcing is an increasing trend in American and global industry, but
to be effective it has to be done properly. That means a collaborative
relationship between all parties involved.
42. The Real Cost of Offshoring, Michael Mandel and Pete Engardio,
Business Week, June 18, 2007
Nobody knows what offshoring is really costing the United States
because the methods of accounting that are currently in place are not
adequate for the task. The fact is that it is costing more than is
being reported and as a result, the national income figures of growth,
individual real income and other measures are not accurate and it is
getting worse.
Part B: Managing International Human Resources
43. China: Land of Opportunity and Challenge, Adreinne Fox, HR
Magazine, September 2007
The human resource climate is very different from that in the United
States. While there may be over 1 billion people in the country, there
is a shortage of qualified people in the country for the jobs that are
available.
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