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The key issue facing forensic labs is “the classic economic problem—how to allocate limited resources with increasing demand for services, while maintaining high quality standards” (Speaker 2009). Employees are the biggest expense and most valuable resource that forensic labs possess, thus the question arises as to how to maximize human resource functions to best allocate resources through personnel. As the search is on to look for better practices to improve the operations as well as technical expertise of labs, human capital management is crucial to that objective. The purpose of this article is to process map some of the staffing issues facing forensic science labs, whether public or private, and to identify metrics from the FORESIGHT study (Houck et al. 2009) that might help lab directors create a working formula to better manage staffing (e.g., recruiting and selection) issues.

A stream of research exists that focuses on traditional mentoring (senior female managers mentoring junior members in a domestic organization). The literature further indicates that females are increasing in number but may receive less mentoring than males and expatriates may receive less mentoring than domestic employees. A new paradigm, reverse mentoring, has emerged (e.g., a junior person, knowledgeable of the rapid technological change and globalization of business, acts as the mentor for a senior person). This paper proposes a third type of mentoring, ‘reciprocal’, as essential for competition in global markets. It is argued that mentoring can become a strategic tool in the organizational knowledge creation and transfer process. Moreover, mentoring could serve as a competitive advantage in creating an effective support system for female global female managers.

Bullying is a common and constantly reoccurring phenomenon in organizations. The increasing diversity of the workplace is an accepted fact, which has the potential to increase the occurrence of status inconsistency. The purpose of this paper is to examine the theory of status inconsistency and its usefulness as a predictor to identifying when bullying might occur in a work group setting. In addition, the possible impact of bullying on group dynamics and ultimately group performance is explored. The central tenet of this paper is that bullying is a possible behaviour given a group member's intense emotional feelings of stress related to status inconsistency. The paper concludes by highlighting a few managerial implications relative to effectively addressing bullying behaviour in groups and identifying future directions to better understanding and researching bullying in a group context. In a recent study, it was found that: (1) 78% of the respondents felt incivility [bullying] in the workplace has worsened...