bluuebunny/crossref_metadata_2025 huggingface dataset:
An Investigation of the Impact on Higher Education of the Family & Medical Leave Act of 1993
Authors: Campion William J. , Dill Janice C.
Published: July 2015

The Family and Medical Leave Act (FMLA) requires businesses with 50 or more employees to grant eligible workers, with the exception of their top management, up to 12 weeks of unpaid leave during any 12-month period for the birth and first-year care of a child; adoption or foster placement of a child in the employee's home; the care of a spouse, child, or parent with a serious health condition; or the serious health condition of the employee. 1 Higher education administrators collectively groaned when colleges and universities learned that their institutions were indeed covered by the FMLA. Up to 12 weeks of unpaid leave are allowed for eligible employees, those who have worked for the employer for at least 12 months and for at least 1,250 hours during that period. This project surveyed human resource directors at selected two-year and four-year higher education institutions in Texas, Oklahoma, Arkansas, and Louisiana to see what effect the FMLA produced in it first four years.

Many instructors and staff members have indicated a lack of awareness regarding the FMLA. Apparently, most college and university employees did not believe that a 12-week leave was available to them. Perhaps the extremely liberal time off already enjoyed by higher education rendered an understanding of the FMLA unnecessary. The results of this study provided a much different portrait according to human resource directors surveyed. By means of this study personnel specialists suggested that information regarding the FMLA had been widely disseminated and that employees throughout the institutions were well acquainted with the Act. This study sought to investigate various issues regarding the FMLA as well as the degree of awareness possessed by the higher education community.
Large-Scale Performance-Driven Training Needs Assessment
Authors: Holton Elwood F. , Bates Reid A. , Naquin Sharon S.
Published: July 2015

This paper reports a case study of an unusual needs assessment project designed to identify the performance improvement training needs of Louisiana state government employees. The project required the development of a hybrid methodology, called large-scale performance-driven training needs assessment. This methodology was more performance-oriented than the “felt-needs” found in large scale applications. The project also highlights deficiencies in needs assessment methodologies and plans for future research.
Guidelines and Ethical Considerations for Assessment Center Operations
Authors: Joiner Dennis A.
Published: July 2015

In 1989, IPMA published the then current Guidelines and Ethical Considerations for Assessment Center Operations. The following document is an update of those guidelines. These guidelines were developed and endorsed by specialists in the use of assessment centers. The guidelines are a statement of the considerations believed to be most important for all users of the assessment center method. For instance, the use of job-related simulations is a core concept when using assessment centers. Job simulation exercises allow individuals to demonstrate their abilities in situations that are important on the job. As stressed in these guidelines, a procedure should not be represented as an assessment center unless it includes at least one, and usually several, job-related simulations that require the assessee to demonstrate a constructed response. Other important areas covered include considerations for assessor selection and training, using “competencies” as the target dimensions, validation issues and issues involving participant rights. If followed, these guidelines should maximize the benefits to be obtained by users of the assessment center method.
Hanging on or Fading Out?
Authors: Traut Carol Ann , Larsen Rick , Feimer Steven H.
Published: July 2015

Job satisfaction remains an important issue for public managers, as they try to motivate workers in today's political environment. Many of the motivational efforts are centered around newer employees, while longer-term workers are automatically assumed to be committed to their jobs. In this study of a medium-size city fire department, employees were surveyed on five aspects of job satisfaction: satisfaction with the supervisor, satisfaction with agency relationships, satisfaction with job training, satisfaction with job content, and overall job satisfaction. The effects of job tenure on satisfaction were uniform across the five aspects. The newest employees were significantly more satisfied with their jobs than were longer-term employees, even when controlling for the organizational rank. For a successful workplace, employers must continue to invest in their longer-term employees even as they develop newer employees.

In the 1990s, public sector employers are struggled to maintain a competent and committed workforce. Nowhere was this more true than at the local level in services such as fire fighting where stress is a constant element of working, cooperative relationships are vital, and training demands are continual. Employers not only must hire and train new workers, but also encourage a continued high level of dedication and willingness to learn among their more long-term employees. This study looks at employee job satisfaction among the employees of a fire department in a medium-size city. It then discusses the ongoing challenges of motivating public workers at all levels of experience.
Nebraska “Whole Picture” Recruitment: From Paperwork to “People Work” Featuring the Personic Applicant Tracking System
Authors: McCrory Mike , Mueller Dovi
Published: July 2015

Approximately four years ago Nebraska began to take a serious look at e-recruiting and how we might best serve the citizens of Nebraska. We faced not only the problem of an extreme labor shortage, but that our labor intensive method of matching “people to jobs” and “jobs to people” might not meet the challenges of the future. The Recruitment Unit had already identified what specifically our customers wanted and what the market had available in state-of-the art applicant systems. We identified several goals that would allow us to change the emphasis from “paperwork” to “people work.” We spent entirely too much time moving paper from one place to another, and we wanted to redirect that time to moving people into jobs.
The HRM Effectiveness Audit: A Tool for Managing Accountability in HRM
Authors: Bargerstock Andrew S.
Published: July 2015

Both public sector and not-for-profit organizations continue to wrestle with the challenges of defining and managing organizational effectiveness. Human resource management teams are drawn increasingly into new strategic and operational initiatives proceeding under a variety of labels, e.g., downsizing, reinvention and business process improvement. Over the past ten years, a significant number of HR executives joined their organizations' strategic planning teams. Twisting between the realities of fewer resources and expanded accountability, HRM strategic planning often flounders. This is due to the lack of simple, yet compelling management tools for demonstrating how HRM services contribute to the accomplishment of broader organizational objectives. The author offers a proven model, the HRM Effectiveness Audit, as a guide for establishing a measurement-based, value-added service improvement system. Through partnering and training, the author has helped implement HRM reviews in a variety of organizations, including the U.S. Patent and Trademark Office, Virginia Department of Social Services, and South Carolina Budget and Control Board — Office of Human Resources.
African-Americans' Test-Taking Attitudes and Their Effect on Cognitive Ability Test Performance: Implications for Public Personnel Management Selection Practice
Authors: McKay Patrick F. , Doverspike Dennis
Published: July 2015

This review examined recent research literature which has reported that African-Americans' attitudes toward cognitive ability tests affect their subsequent test performance. In particular, the negative attitudes of African-Americans toward cognitive predictor measures have been shown in some cases to reduce their performance on such tests, even though these tests remain valid predictors of job performance. The implications of the above findings for personnel selection practice are discussed.
Objective Pre-Employment Interviewing: Balancing Recruitment, Selection and Retention Goals
Authors: Slowik Stanley M.
Published: July 2015

Not that many years ago, while designing the on-campus recruitment interview for one of the larger federal agencies, I discovered that nearly 90 percent of the candidates recruited for positions as chemists, physicists and electrical engineers were being disqualified during the selection process. The average agency evaluation cost was $34,000 per candidate. Oddly enough, neither the cost nor the high rejection rate were perceived as serious problems. Rather, the fact that it was taking three to six months to discover the 10 percent who met the organization's high standards, and the reality that these coveted applicants were not willing to wait months for the government to make a job offer, finally caused the agency to change its recruitment and selection methods. In short, the recruiters felt that their mission had been accomplished when they found candidates whose professed skills, knowledge and abilities — on paper — met the organization's requirements.
Mexican-American Professionals in Municipal Administration Do They Really Lag behind in Terms of Education, Seniority, and On-the-Job Training?
Authors: Ortega-Liston Ramona
Published: July 2015

Hispanics are the fastest-growing ethnic population in the United States. By the year 2025, they will be the single largest minority group in the country.1 Sometimes referred to as the “sleeping giant,” Americans of Mexican descent are the dominant ethnic group within the Hispanic subculture. Sizable populations of Mexican-Americans reside in California, Texas, Illinois, and Arizona. Research on Mexican-American professionals is scarce, since they have not been identified specifically as “Mexican-Americans” in studies about career advancement. Instead, they have been lumped together with all Hispanics, or, in some instances, with all minorities.2 It is questionable whether previous research accurately describes, explains, and predicts the careers of this growing subculture of the American workforce, it is important to know more about this growing group of professionals who will help to shape public policy for themselves and the nation in the next millennium.
From Welfare to Work: The Endorsement of the Money Ethic and the Work Ethic among Welfare Recipients, Welfare Recipients in Training Programs, and Employed Past Welfare Recipients
Authors: Tang Thomas Li-Ping , Smith-Brandon Vancie L.
Published: July 2015

This is a cross-sectional study of demographic and work-related variables (the Money Ethic Factors — Good and Evil, Achievement/Respect/Power, and Budget; and the Protestant Work Ethic, self-esteem, and locus of control) among three groups of individuals that represent the three from-welfare-to-work steps: Group 1, Aid to Families with Dependent Children (AFDC) welfare recipients; Group 2, AFDC welfare recipients in various training programs; and Group 3, employed past welfare recipients. Results showed that employed past welfare recipients (Group 3) tended to have higher education levels, more income, more months off AFDC, longer job tenure, fewer children, and fewer fathers missing from the household than welfare recipients (Group 1) and welfare recipients in training programs (Group 2). Group 3 had the highest scores on Factors of the Money Ethic (Good, Respect, Power, Budget), the Protestant Work Ethic, and self-esteem and had the lowest score on Factor Evil. Group 1 had the lowest scores on Factors Good, Respect, Power, Budget, and internal locus of control. Group 2 had the highest internal locus of control. Results are discussed in light of barriers of the from-welfare-to-work program.
Workplace Bullying: Curing the Cancer of the American Workplace
Authors: Glendinning Peter M.
Published: July 2015

The purpose of this work is to investigate the phenomenon of workplace bullying. Particularly, it will investigate the hypothesis that supervisor/employee workplace bullying is an issue that has great weight in modern organizational dynamics, especially considering the increasingly tight labor market the United States finds itself in today. It further postulates that the business unit that bears the most responsibility to administer programs to address workplace bullying is the human resource function. The actions of this business unit (or lack of actions) in dealing with this phenomenon have tremendous implications for the organization.

The method used to research these hypotheses was to conduct an extensive literature review on the subject. This included a sampling of thought from throughout the English-speaking world.

The findings of this research concluded that a radically different type of supervisor/subordinate relationship is required in this era of an increasingly tight labor market; defined the consensus on the actual definition of what workplace bullying is, and is not; identified workplace bullying as a widespread phenomenon, and not a “red herring;” identified that workplace bullying has high costs to both the employee target, and the organization; described what motivates a supervisor to bully; revealed what types of organizations foster and perpetuate workplace bullying; identified the role of the human resources department in workplace bullying; and provided advice for human resource professionals as to what they can do to both address present bullying, and prevent an environment that could foster workplace bullies in the future.
An Examination of Employee Benefits Cost Control Strategies in New Jersey Local Governments
Authors: Roberts Gary E.
Published: July 2015

Employee benefits are an essential and costly component of the compensation and human resources management system. This research effort surveyed 118 New Jersey local governments on benefits cost management strategies. The results indicate that the majority of local governments are utilizing displacement strategies that shift or impose costs onto either taxpayers (higher taxes) or employees (outsourcing, higher co-payments) in contrast to structural solutions that address the macro-level financial variables that influence either the demand or supply side of benefits finance (i.e., self-insurance, benefit consortiums, or service regionalization).

Only a quarter of the strategies employed entailed structural solutions. Recommendations are provided to enhance the effectiveness of benefits plan cost-control strategies, including systematic needs assessment and technical assistance.
Technology for Human Resources Management: Seven Questions and Answers
Authors: Ashbaugh Sam , Miranda Rowan
Published: July 2015

Public management is slowly being transformed by information technology. Technology today is the driver of new government processes for dealing with citizens and suppliers. But it is also reshaping important functions and processes that only those inside government may care about such as accounting, payroll, and personnel administration. Taken together, the internal and external impact of new technologies is changing the way governments manage and make decisions.1

This article examines the current state and future trends in human resource management systems (HRMS). Such systems are related to a broader “digital government” effort that seeks to apply technology to streamline government processes. The underlying architecture for digital government is the Internet and integrated administrative management systems (which are more commonly known as enterprise resource planning (ERP) systems). This article describes the technology and functional features of such systems and focuses specifically on the business benefits provided by the human resource management system (HRMS) components. Questions examined include:

▪ What are the challenging issues facing HRMS? ▪ What is the current state of HRMS technology? ▪ What is ERP? How is it related to HRMS? ▪ What are the major technology features of modern systems? ▪ What specific functions are encompassed by HRMS? ▪ What are the major business benefits of modern HRMS? ▪ What are some of the major risk factors in implementing HRMS solutions?
Solutions and Strategies for IT Recruitment and Retention: A Manager's Guide
Authors: DeMers Allen
Published: July 2015

There is some debate as to exactly how big the IT talent gap is in America. Information varies according to the source and time of individual reports. A 1998 report by the Information Technology Association of America estimated the gap at 190,000 unfilled core information technology positions.1 Just two years later, however, that same organization predicted that there would be demand for 1.6 million general (as opposed to core) IT workers in the United States in the year 2000 and that half of those positions would go unfilled. This study estimates the gap at 843,328 unfilled information technology positions.2 Recent economic trends have invalidated these early predictions and demand has gone down considerably. But the unstable nature of IT demand simply creates more problems. How does a public sector manager maintain a system that is flexible enough to move with market forces?
Great Candidates Fast: On-line Job Application and Electronic Processing
Authors: Bingham Brad , Ilg Sherrie , Davidson Neil
Published: July 2015

The state of Washington Department of Personnel has recently launched a new Internet based tool to provide hiring managers throughout state government with virtually instant certification of highly qualified candidates for employment. The new Internet Application system allows simultaneous on-line application submittal, screening and testing, scoring and notification, eligibility list placement, and referral for interview. It is a revolutionary improvement over the traditional recruitment and selection system, and reduces recruitment cycle time from several weeks to one or two hours. Certifications are tailored to fit key skill requirements provided by the hiring manager and can be customized for each position. The Internet Application system provides job seekers a very convenient and easy-to-use means for submitting an application from any place, at any time. The implementation of this initiative is crucial to fulfilling one of the Department's highest priority goals of having high quality, diverse, and available job candidates ready for managers to hire in the shortest time possible. Internal operational efficiencies and cost savings are other key benefits of the new Internet Application system.
The Use of Union Dues for Political Activity-Current Status
Authors: Crampton Suzanne M. , Hodge John W. , Mishra Jitendra M.
Published: July 2015

The NLRB, in a significant ruling for organized labor, recently ruled that employees who are forced to pay union dues are entitled to know how their money is being spent. The NLRB ruled in January 1997 that unions must supply financial information to workers who pay dues but who have elected not to join the union. The use of union dues for political activity continues to be a controversial issue for both public and private unions. This paper will provide a brief overview of the legal history of unions in America and the current issues they are encountering. Legal issues relating to the use of union dues for political activities for both public and private unions will also be discussed.
From Performance Appraisal to Performance Management: One Agency's Experience
Authors: Cederblom Doug , Pemerl Dan E.
Published: July 2015

This article first outlines recent suggestions for improving agencies' performance appraisal systems: incorporating the developments of Total Quality Management (TQM) and core competencies into appraisals, and moving toward performance management. We then relate the experience of a state enforcement agency in applying these suggestions. What began as an objective of updating officers' performance appraisals to include recent agency developments, evolved into significantly overhauling this appraisal system; adding a new performance mechanism at the manager level; and using both of these processes to drive the agency's new strategic plan and promote “a different way of doing business.” This agency's experience seems applicable beyond enforcement agencies, and relevant both for those wanting to move performance in new directions, and for those wanting to energize ongoing performance. Suggestions are offered for moving toward effective performance management.
Organizational Commitment across Three Sectors: Public, Non-profit, and For-profit
Authors: Goulet Laurel R. , Frank Margaret L.
Published: July 2015

This study examines organizational commitment of workers in three sectors: public, non-profit and for-profit. Previous work in this area has been limited to the study of organizational commitment in one sector, or a comparison between only two sectors. In order to examine organizational commitment across the three sectors, 228 employees in public sector, non-profit sector, and for-profit sector organizations were surveyed. The results indicate that for-profit workers were the most committed to their organizations, followed by non-profit employees. Workers with the lowest levels of organizational commitment were those in the public sector. Explanations for and the significance of these findings are discussed.
Unintended Negative Effects of Diversity Management
Authors: Von Bergen C.W. , Soper Barlow , Foster Teresa
Published: July 2015

Diversity management has grown out of the need for organizations, agencies, and departments to address a changing workforce and other pervasive social pressures. An army of experts has emerged to meet this growing need, but frequently with questionable results. This paper highlights why diversity training is important and will become even more so, issues related to quality control of providers and services, what may go wrong within the context of providing diversity training programs, and the results in these situations for individuals and organizations.
Disparate Results in Adverse Impact Tests: The 4/5ths Rule and the Chi Square Test
Authors: York Kenneth M.
Published: July 2015

The Uniform Guidelines on Employee Selection Procedures suggests the “4/5ths rule” for testing the outcome of selection procedures for adverse impact. The appropriate statistical test is a Chi Square testing for a significant difference between the selection ratios of the minority and majority applicants. However, the 4/5ths rule and Chi Square test do not agree 10–40% of the time depending on sample size, making it difficult for personnel managers to monitor their organization's Equal Employment Opportunity compliance. The extent of disagreement between the two tests is described, and recommendations are given for how personnel managers should use the 4/5ths rule and the Chi Square test to determine whether a selection procedure has adverse impact.
Employee Performance Appraisal System Participation: A Technique That Works
Authors: Roberts Gary E.
Published: July 2015

A performance appraisal is one of the most complex, and controversial, human resource techniques. The participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.
Relationships between Organizational Properties and Organizational Effectiveness in Three Types of Nonprofit Human Service Organizations
Authors: Schmid Hillel
Published: July 2015

This paper presents and analyzes the relationships between organizational properties (centralization of authority, formalization, workers' autonomy, coordination, control, empowerment, and training) and organizational effectiveness in three types of nonprofit human service organizations: community centers, home care organizations, and residential boarding schools. The findings indicate that the distinctive properties of each type of organization, in addition to presenting a comparative analysis of the factors that contribute toward attainment of organizational effectiveness. It discusses the theoretical and practical implications of the findings for management of nonprofit organizations. This paper describes and analyzes the relationships between organizational properties and organizational effectiveness in three types of nonprofit organizations that provide personal, social, and community services. Home care organizations, residential boarding schools, and community centers.
The Panel Interview: A Review of Empirical Research and Guidelines for Practice
Authors: Dixon Marlene , Wang Sheng , Calvin Jennifer , Dineen Brian , Tomlinson Edward
Published: July 2015

After over 50 years of research, the panel interview remains an important yet controversial tool for personnel selection. Previous narrative and meta-analytic reviews have yielded conflicting results concerning its reliability and predictive validity. Furthermore, no review has focused exclusively on the panel interview. By examining the features and psychometric property of the panel interview, we can not only add to the scholarly literature but also determine important, research-based applications for the practitioner. We have derived an eight-step panel interview procedure from previous research. Utilizing this procedure as an organizing framework, this review highlights various features of the panel interview including: setting, structure and scoring anchors, question type, training, and rating combination method. Each of these features is discussed in terms of interview trends and in relation to reliability and validity. Practical implications and directions for future research also are addressed.
Strengthening the Pay-Performance Link in Government: A Case Study of Korea
Authors: Kim Pan S.
Published: July 2015

In the era of globalization and borderless economies, performance improvement is not an option. It is a must for enhancing government's global competitiveness. Quality and performance of government employees need substantial improvement. In that regard, this study focuses on how performance-related pay (PRP) strategies strengthen the pay-performance link. Establishing PRP programs in government seems to be a good idea, but the Korean government's current experience with PRP shows a number of limitations. Recently, PRP and performance measures faced serious criticism from government employees for various reasons. PRP and performance measures must be improved in order to alleviate complaints and dissatisfaction. Cultural transformation, in particular, must occur for successful implementation of PRP measures.
Career Mobility and Branding in the Civil Service: An Empirical Study
Authors: Ito Jack K.
Published: July 2015

This paper investigates recruitment and mobility patterns, and builds and tests a model that predicts voluntary turnover. The findings include why current employees joined, their motivations and problems in seeking positions once in the public service, and issues in transition management. The model found that promotion stress and commitment were primary causes for seeking new positions. However, this search favored remaining in the civil service. The model also suggested the importance of supervisory support in addressing a number of career issues. Implications are drawn for meeting challenges including recruiting and retaining the “new age” employee, and managing the more calculative relationship between employee and organization.
Redefining State Government Leadership and Management Development: A Process for Competency-Based Development
Authors: Naquin Sharon S. , Holton Elwood F.
Published: July 2015

This article describes a massive redesign, reconceptuallzation, and restructuring of Louisiana's management development programs and processes. Through a lengthy sequence of developmental efforts, the authors conceptualized, developed, and fully implemented an integrated system of supervisory and managerial training designed to promote best practices throughout the state. The resulting training system is a competency- or skill-based model. This article documents all steps of the process so other states or organizational entities seeking to update their management development programs and adopt a validated competency framework might be able to learn from the experiences in Louisiana state government.
Employee Performance Appraisal System Participation: A Technique That Works
Authors: Roberts Gary E.
Published: July 2015

Performance appraisal is one of the most complex and controversial human resource techniques. Participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.
The ADA and Disability Accommodations
Authors: Crampton Suzanne M. , Hodge John W.
Published: July 2015

The Americans with Disabilities Act (ADA) was designed to promote equal employment opportunities for handicapped individuals in the workplace. The law mandates that employers reasonably accommodate individuals with disabilities who are qualified to perform the job. However, employers are exempted from this requirement if the reasonable accommodation results in an undue hardship for the organization. The legal definitions of reasonable accommodation and undue hardship have evolved over time due to case law resulting from judicial decisions. This paper will review recent decisions by the U.S. Supreme Court and their effect on employer responsibilities under the ADA. Suggestions will be provided as to policies organizations could follow to respond to these requirements.
Custom Needs Assessment for Strategic HR Training: The Los Angeles County Experience
Authors: Gorman Phil , McDonald Bruce , Moore Richard , Glassman Alan , Takeuchi Lu , Henry Michael J.
Published: July 2015

Like many local governments, Los Angeles County has been re-shaped profoundly in recent years by a series of external forces such as economic downturns and technological advances. At the same time, the value of strategic human resources management has been increasingly recognized by practitioners and management researchers. Partly to help respond to the external forces, the Los Angeles County Training Academy instituted a “Building a Strategic Human Resources Partnership” program designed to build the competencies needed for HR managers to serve as true strategic partners. This article (a) reports on the decision to build a strategic human resources competency model — rather than to modify or adopt an existing competency model — as a basis for the design of the training program, (b) details the methodologies used to build a reliable, customized list of strategic HR competencies and a categorization structure, (c) describes the outcomes and (d) reports on implications for other local government agencies.
Representation and Policy Outputs: Examining the Linkage between Passive and Active Representation
Authors: Kim Chon-Kyun
Published: July 2015

Is there any significant relationship between a group's representation in higher-level positions and policy outputs favorable to that group? This paper explores the linkage between passive and active representation by examining the impacts of female, African-American and Hispanic employment in the Senior Executive Service (SES) on the policy outputs measured by the line-item budgets allocated to help women and minorities in the presidential request budget for the period of 1979–1999. Findings indicate that female and minority representation in senior executive positions is slightly linked to the policy outputs favorable to those groups. If a president's party is not controlled, there appears to be a significant relationship between female and minority representation in the SES and funding for education and health-related programs. The Democratic parry's control of the presidency is likely to support greater funding for female and minority-related programs, as the large number of past studies suggested. Further, the interaction or cooperation between the female African-American and Hispanic senior executives plays a significant role in achieving policy outputs favorable to those groups.
Effects of Subject Matter Expert Viewpoint on Job Analysis Results
Authors: Truxillo Donald M. , Paronto Matthew E. , Collins Michelle , Sulzer Jefferson L.
Published: July 2015

This study explored the effects of subject matter expert (SME) viewpoint (incumbents/supervisors versus users of work products) on job analysis data in a law enforcement context. As part of a job analysis to develop a content valid test and training program for police report writing skills, assistant district attorneys and police officers were asked to evaluate the criticality of 16 dimensions of police report writing, incorporating two subscales, grammar and content. Analyses indicated that police officers and district attorneys had similar ratings for items related to report content, but police officers rated grammar as more critical than did district attorneys. District attorneys in this case were more reliable in their ratings. Implications for job analysis, including considerations in choosing SMEs and the utilization of SME data, are discussed.
Factors Related to Court References to Performance Appraisal Fairness and Validity
Authors: Lee Jo Ann , Havighurst Lauren C. , Rassel Gary
Published: July 2015

This study was designed to test whether U.S. appellate court judges' concern for validity or fairness of the performance appraisal process is a function of their ideology (more liberal vs. more conservative) or the type of charge (gender or age discrimination). We hypothesized that liberal courts' written opinions are more likely than conservative courts to focus on fairness and conservative courts are more likely to focus on validity. We also hypothesized that fairness issues are just as likely to dominate court opinions in gender as in age discrimination cases. Using LEXIS computerized search, 39 U.S. appellate court cases from 1992 to 2000 were identified for the study: 21 were heard by the 4th Circuit, 18 by the 9th Circuit; 23 were age discrimination cases and 16 were gender discrimination cases. We found support for both hypotheses.
E-Learning in Public Organizations
Authors: Nisar Tahir M.
Published: July 2015

Public sector managers now view e-learning as an important instrument for obtaining skill-based organizational outcomes. This is partly due to special emphasis on interactive citizenship. Not all organizations are likely to implement this training strategy, however, because there are significant tradeoffs involved in terms of both costs and benefits. This article examines the organizational determinants of e-learning: larger establishments with multiple public services, organizations that employ educated workforces and well-established internal labor markets are more likely to adopt an e-learning strategy. The influence of many such factors requires that a value-based analysis is undertaken to help organizations make optimal decisions about the choice of e-learning.
Jones v. Post Office: Has the Defense of Justification Been Watered down under the United Kingdom's Disability Discrimination Act?
Authors: Epstein David G.
Published: July 2015

Does the United Kingdom Court of Appeal's judgment in Jones v Post Office [2001] EWCA Civ 558, [2001] I.C.R. 805, [2001] I.R.L.R. 384 represent a watering down of the defense of justification under the Disability Discrimination Act of 1995 (DDA)? Under Section 5 of the DDA, an employer discriminates if it treats a disabled worker less favorably than an able-bodied one. The employer discriminates if it cannot show justification or does not comply with Section 6 duties to make “reasonable adjustments” without showing justification. This paper will examine Jones v. Post Office and whether the Court of Appeal's decision represents a watering down of the justification defense and a shift in favor of employer rights in the United Kingdom with respect to the DDA.
Understanding Employee Trust in Management: Conceptual Clarification and Correlates
Authors: Perry Ronald W. , Mankin Lawrence D.
Published: July 2015

Employee trust is an integral part of the organizational behavior lexicon, but professional use seems to employ different referents for the trust invested. The goal here is to focus on a specific referent for trust — managers — and examine the extent to which trust varies among different levels of management. The data analyzed come from a larger study of two organizations, a large municipal fire department and a private manufacturing company. Three classes of variables are tested as a model of antecedent correlates of managerial trust: characteristics of the trustee (gender, ethnicity, years worked under the manager), characteristics of the organization (layoffs, managerial turnover), and characteristics of the manager (technical expertise and credibility). Although there were differences by manager (supervisor vs. CEO) and between the organizations, regression analyses indicate that overall the model fits the data well.
Traditional and Family-Friendly Benefits Practices in Local Governments: Results from a National Survey
Authors: Roberts Gary E. , Gianakis Jerry A. , McCue Clifford , Wang XiaoHu
Published: July 2015

Traditional and family-friendly benefits are an essential and costly component of the compensation and human resources management system. This research effort surveyed 427 local governments regarding their benefits practices. The results indicate that local governments provide a competitive traditional benefits package (health, pension, etc.) but provide few family-friendly benefits (child care, elder care, etc.). Municipal governments provide greater breadth and depth of benefits coverage than county governments. The provision of family-friendly benefits is positively associated with the number of needs assessment strategies, the dummy variable for municipal government, the number of structural solutions implemented, state management of selected benefits and the provision of part-time benefits.
Essential Formal Mentor Characteristics and Functions in Governmental and Non-Governmental Organizations from the Program Administrator's and the Mentor's Perspective
Authors: Smith Wanda J. , Howard Jerusalem T. , Harrington K. Vernard
Published: July 2015

This study examines (from the formal mentor's perspective) who mentors are (essential traits) as well as what mentors do (essential functions) in four types of organizations (i.e., academic, business, military-armed forces, and military-academic organizations). We found that industry context and gender do significantly influence perceptions of the ideal formal mentor characteristics. Results also indicate formal mentors place more importance on mentor traits (compared to mentor behaviors). Implications for this research include considering revision of the criteria used for the selection of formal mentors.
Sexual Harassment and Demographic Diversity: Implications for Organizational Punishment
Authors: Gilbert Jacqueline A.
Published: July 2015

Sexual harassment has come to the forefront in the past two decades as an issue that warrants greater attention both in terms of social policy reform and academic research. Although sexual harassment has been found to negatively impact job satisfaction, somatic complaints, and supervisor satisfaction, little is known about the specific way in which changing demography in managerial ranks impacts the way in which harassment is perceived. As women continue to advance into managerial ranks, a closer examination of both supervisor and subordinate gender with regard to harassment consequences is warranted. In this research, we examine with a sample of 130 municipal court clerks whether gender impacts harasser punishment, the degree to which harassers are considered responsible for harassment, and the degree to which the harassment is perceived as serious. The design is a 2×2×2 factorial, with independent variables of harasser (male/female), harassee (male/female), and harassment type (quid pro quo, hostile environment). Contrary to what was hypothesized, men who harassed women were viewed more responsible for the harassment than men who harassed men, while a corresponding difference did not occur for women. Similarly, sexual harassment was viewed most seriously when men harassed women. When it came to administering punishment, however, women who harassed men were given more stringent punishment, providing support for views held by society regarding the appropriateness of men's and women's sexual behavior. Results are discussed with regard to status incongruency theory, societal views, and media attention.
Extending Employment beyond Retirement Age: The Case of Health Care Managers in Quebec
Authors: Saba Tania , Guerin Gilles
Published: July 2015

Baby boomers in public agencies are getting ready to retire and there are concerns about retaining the existing workforce apart from recruiting younger managers. Recent studies of workplace patterns of older workers have shown that the workforce of older workers should no longer be seen as a unidirectional journey to retirement. Older workers may value bridge employment or even prefer to extend their working lives. The motives for deciding to leave the workplace permanently can be related to unmet expectations, the desire for change, and the need to enjoy a new phase of life. Based on a survey conducted on 402 older managers working in health care institutions in Quebec, this study sheds light on the new alternatives to traditional early retirement that organizations will have to take into account while considering the preferences and intentions of employees who are approaching retirement.
Between a Rock and a Hard Place: The Impact of Anti-Americanism on Locally Employed Staff at the American Embassy in Korea
Authors: Kim Mikyoung
Published: July 2015

The Korean locally employed staff (LES) at the American Embassy in Seoul face idiosyncratic job-related challenges. The Korean LES often find them-selves caught in the crossfire between the American government and domestic anti-American sentiments. The LES's dual identity as Korean nationals working for a foreign government puts them in an awkward position in times of bilateral friction. They are subjected to negative framing of their occupational socialization and threats of physical attack. Their low turnover rates, however, suggest the existence of effective coping mechanisms. The LES internalize the pride of working for the superpower government and assuming a mediator's role between their employer and the Korean public. Monetary motivations also play a crucial role in the tight local labor market.
The Organizational Climate of Kerman Shahid Bahonar University
Authors: Alavi Hamid Reza , Jahandari Ramazan
Published: July 2015

The aim of this research is to survey the organizational climate of Kerman Shahid Bahonar University and compare it with the desired organizational climate from the point of view of the university staff.

The questions of the research are:

Is the relationship among the staff friendly? Does the staff perform their delegated duties with high spirit? Are the conditions in a way not to disturb the staff and not to make problems? Is the managers' behavior with the staff supportive and friendly? Is the staff interested in their occupations? Do managers and staff behave formally with each other? Is the managers' work method taken as good examples? Do the managers direct the staff ignoring the staffs' ideas?

The statistical samples that were chosen randomly include 262 employees out of 820 employed staff of Shahid Bahonar University. In order to get research aims, information and data were gathered using the Survey Research method and through the descriptive organizational climate questionnaire. However, only 218 questionnaires were applicable. For analyzing the data, descriptive and inferential statistics tables, T-Test, ANOVA, and Wilcoxon were used. The results show that organizational climate of Shahid Bahonar University is similar to the closed System of Andrew W. Halpin and Don B. Croft, two scholars in organizational climate who were of those who designed a questionnaire regarding the organizational climate, and is far behind the desired organizational climate of the staff.
Hiring the Best Teachers: Gaining a Competitive Edge in the Teacher Recruitment Process
Authors: Lee Dennis M.
Published: July 2015

Much attention has been given to increasing the supply of qualified teachers to meet the forecasted demand for teachers, which is expected to exceed two million over the next decade. Even with these efforts, school districts will find themselves in ever greater competition with other districts to hire the best teacher talent available. Only those districts that identify that they are in a highly competitive hiring environment, and who take aggressive action to compete for the best talent will have the teacher resources necessary to provide excellent educational programs for students in the future. This article identifies actions school districts can take to develop a competitive edge to attract and hire the best teacher talent available.
Walking a Straight (and Fine) Line: Alcoholism and the Americans with Disabilities Act
Authors: Massengill Douglas
Published: July 2015

This paper examines case law regarding alcoholism as a disability under the Americans with Disabilities Act (ADA). Courts have used varying standards in deciding whether alcoholism should be considered a disability within the meaning of the term in the ADA. These have ranged from accepting alcoholism as a disability per se to requiring extensive evidence that a person's alcohol abuse places a substantial limitation on a major life activity. Required accommodations for alcoholics have been minimal, mostly the allowance of time off for rehabilitation. Employers have been permitted to hold alcoholics to the same standards of performance and behavior as non-alcoholics.
Managing Healthcare Costs
Authors: Chiappetta Tina Ott
Published: July 2015

In September 2005, the IPMA-HR Benchmarking Committee conducted a survey on healthcare benefits cost management. The results of the survey are summarized in this article. They show that rising healthcare costs are straining state and local budgets nationwide. The IPMA-HR survey focused on the public sector and the results of that survey are compared to one with a more private-sector focus. Strategies used to combat rising costs are discussed, including cost-shifting to employees and health and wellness programs. The latter is the subject of three case studies that conclude this article.