Employers question EEOC guidelines on psychiatric
- Personnel faces up to self-doubt. Littlefield, David // People Management;11/2/1995, Vol. 1 Issue 22, p8
Focuses on the crisis of confidence dominating the personnel management profession as reflected in the discussions at the Institute of Personnel and Development conference in Harrogate. Challenging ideas voiced by academic speakers; Professor John Purcell's attack on performance-related pay;...
- Effects of the applicant's gender appropriateness and qualifications and rater self-monitoring... Bushardt, Stephen; Sheets, Tilman L. // Public Personnel Management;Fall94, Vol. 23 Issue 3, p373
Examines the influence of the personality construct of self-monitoring on gender related biases in personnel selection decisions. Selection and starting salary decisions; Comparison of high-monitors and low-monitors in recruiting personnel.
- Humor experts jazz up the workplace. SWIFT, W. BRADFORD; SWIFT, ANN T. // HR Magazine;Mar94, Vol. 39 Issue 3, p72
Discusses the use of humor in personnel management. Beneficial effects; Signs indicating a need for lightening up the workplace; Barriers to the use of humor; Suggested activities.
- Employees prefer praises more than raises. Flynn, Gillian // Personnel Journal;Oct94, Vol. 73 Issue 10, p26
Reports on a Robert Half International survey showing that employees prefer praises more than compensation. Compensation's role on employee satisfaction or dissatisfaction; Compensation as reason for leaving the job; Other factors for employee's job hopping.
- Lead with heart. Perle, Ann // Workforce (10928332);Feb98, Vol. 77 Issue 2, p102
Explains the significance of engaging the emotional aspects of personnel management. Importance of making individual connections among employees for added motivation; Recognition of leadership as an art.
- Handling bereavement. Gould, Meredith // Nation's Business;Aug95, Vol. 83 Issue 8, p61
Presents advice to companies on how to handle employees' bereavement. Being compassionate; Offering help; Cultivating awareness of the grieving process; Becoming more flexible.
- Cascading communications creates momentum for change. Wild, Cheryl; Horney, Nicholas // HR Magazine;Dec1996, Vol. 41 Issue 12, p94
Discusses the importance of open and frequent communication in getting all employees to accept extensive organizational change. Incorporation of the `cascading communications' model in the three-stage approach used by the Educational Testing Service (ETS) in reengineering its test creation...
- Silent antagonism. Friley, Edmond // Supervision;Feb95, Vol. 56 Issue 2, p20
Discusses the necessity of procedural mechanisms in employee management. Regard for self-esteem and attitude; Effect of supervision on employee relationships; Establishment of communications channels; Evaluation of employee characteristics.
- Positive feedback and constructive criticism. // Getting Results...For the Hands-on Manager;Dec97, Vol. 42 Issue 12, p8
Offers communication techniques to help managers improve employee performance through positive feedback and constructive criticism. Being specific; Avoiding the sandwich approach; Not delaying feedback; Being positive; Not issuing blame on employees; Pointers for constructive criticism.