Many organizations erroneously interchange the terms diversity and inclusion, obscuring the focus, therefore the effectiveness, of well-intentioned interventions.
In an competitive world, leaders must become students of human relations and recognize that managing by command and control rarely works in today’s economy.
Too often the ability of the community of disabled persons to constructively contribute to society and the recognition of their need to do so is overlooked.
After decades of globalization and intensifying competition, the market for talent has replaced loyalty as the factor shaping the relationship of employers/employees.
While foolish for companies to spend money unwisely in managing human capital, growing research confirms that “high performance work systems” are worth the investment.
Ethics programs have arisen in response to outcry over the perceived unethical behavior of American business. The rapid response is encouraging, though issues have emerged.
Ethics programs are most effective when they flow out of a culture that values practicing business legally and ethically. However, there are a number of ethical issues which are themselves raised by ethics programs that demand more visibility and thought if these programs are to be ultimately effective.
The ABC model offers a three-step process for providing and receiving feedback effectively.
This article presents the general issues surrounding a U.S. employer’s decision to offer employee benefits to the domestic partners of current employees.
This article shows how employment options for older workers continue to evolve and public opinions of older workers and their employment options vary substantially by country.
A presentation of tools to become a happy high-performing role model for others and moving toward building and sustaining a high performing happy workplace.
Through a case study, this article introduces an approach that measures workplace attitude without relying on the practitioner’s intuition or perception.
Success in developing “best” human resources practices requires that HR professionals be able to wear multiple hats and balance competing demands.
California’s 2006 legislation requiring “Mandatory Sexual Harassment Prevention” training has far-reaching implications for potential employer liability.