Challenges resulting in poor employee engagement emerge when the reality of an increasingly globalized business landscape contributing to an expanding multicultural workforce is ignored or mismanaged, which includes difficulties with organizational commitment, cross-cultural interpersonal relations, employee satisfaction, and retention of…

The process of delegation makes possible the extension of one's abilities, encourages teamwork, and results in greater productivity. (Author)

Examines five potential problems concerning performance evaluation, including (1) personnel managers' organizational knowledge and where the employee fits in that organization; (2) how managers prepare performance standards; (3) how managers identify employee competence; (4) how performance standards are measured; and (5) results of performance…

Discusses sexual harrassment guidelines which legally define the term as sex discrimination. While this is good for those facing harassment, it unrealistically places a socially-based problem on the shoulders of personnel managers. Points out the long-term benefits of a workplace free from harassment and intimidation. (JOW)

The personnel director may find that his role in labor relations is broadened to include faculty as well as staff. (HS)

Examined how personnel managers (N=19) and line managers (N=28) make disciplinary decisions using policy-capturing approach. Findings suggested that factors likely to affect attributions about reason for a disciplinary problem were important determinants of disciplinary decisions. Considerable weight was assigned to either provocation, tenure, or…

The expanding role for personnel administration is following two patterns: the evolution of the traditional staff personnel function and the administrative implementation of a new system of personnel administration. (Editor)

Academic personnel administration, characterized by a decentralized decisionmaking structure based on professional standards and judgments of academic peers, would be seriously deminished if a bureaucratic pattern of centralized and coordinated personnel administration was to occur in universities. (Editor)

Most business, educational, governmental, and industrial organizations use traditional manager-centered assessment and developmental approaches to fulfilling human resource needs; employee conformity supercedes employee expectations, needs, and skills. Principles of employee-centered management, listed in the article, are not understood. Major…

Examines the influence of social, economic, government, and organized labor forces on employee relations and reviews the implications of those four forces for employee relations and management. (Author/IRT)

Personnel administrators should take active steps to influence the course of legislative activities, as well as examine the internal practices regarding use and dissemination of information. Such actions will both ward off any unnecessary and restrictive legislation and provide privacy protection that will be desirable to both company and…

Components of an effective human resource management function are identified and the position a personnel administrator must hold in the organizational structure in order to provide these services is discussed. Functions include personnel selection, institutional research and human resource planning, human resource development, and labor…

Surveyed personnel managers (N=127) to learn more about the prevalence of employee drug use and employer substance abuse programs. Results indicated companies' responses to the drug problem included drug use policies, drug education, employee assistance programs, and drug testing. Recommendations based on findings are discussed. (Author/TE)

This book gives an overview of the field of human resource development (HRD) through providing a definition of the concept of HRD and discussing the future of the field, providing the history of HRD, its structure, major roles taken by practitioners, program areas, the field's international orientation, and careers and career preparation. It is…

The Immigration Reform and Control Act of 1986 (IRCA) is examined: historical perspective (p. 5-20), section-by-section analysis (p. 21-34), guide to employer compliance with key provisions (p. 35-42), impact on employee relations in higher education (p. 43-45), appendices (p. 46-55), and bibliography (p.56). (LB)