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In the future world of work, a dizzying mix of robotics, artificial intelligence, freelance workers and full-time employees will all be essential to achieving objectives. To thrive in this new [...]

While often touted as a daydream scenario for those uncomfortably tethered to a cubicle or office park, virtual or work-at-home employment no longer is an unrealistic or far-away opportunity. GlobalWorkplaceAnalytics.com [...]

Introduction Finding talented people is one of the most important managerial preoccupation for this decade (lies, Chuai, & Preece, 2010; Stahl et al, 2012; Ulrich & Allen, 2014). Also public [...], Public sector organizations are confronted with the intensifying competition for talent and suffer from a chronic shortage of talented people. There is little empirical research on the specific talent management (TM) issues in the public sector. This article aims to clarify how public sector organizations conceptualize TM, and particularly what (contextual) factors influence the adoption of an inclusive or a more segmented people management approach in the public sector. Theory on institutional mechanisms and institutional logics is used to clarify the impact of contextual factors. The empirical data are collected in two substudies on TM in the public sector. The data show that TM is highly contextual. Both the organizational internal and external context affect the intended TM strategy, including the actors involved in TM and their interrelated logs. This article is among the first to explore conceptually and empirically the influence of institutional logics on the different aspects of TM approach and as such provides some new directions for future TM research. Keywords talent management, public sector organizations, institutional theory, institutional logics, workforce differentiation

When people want to drive across the country on vacation, they don't just jump in the car, start driving, and determine their course as they go. They usually plot their [...]

Introduction Public service agencies have attempted to respond to challenges posed in the information age by aggregating professional workers with knowledge and expertise. Thus, the U.S. federal agencies have tried [...], We assess the resource-based view in the study of strategic human resource management in public agencies. We mainly examine the impact of both human resource management (HRM) practices and actual human resources on the perception of federal agency mission accomplishment. We show that all types of goal-aligned and performance-based HRM practices (including rewards, training, appraisal, and recruitment) positively affect perceived agency mission accomplishment. In addition, certain types of human resources (including the percentage of career senior executive service members and organizational size) contribute to perceived agency mission accomplishment although others (including the percentage of professionals and noncareer senior executive service members) make negative contributions. Strategic knowledge, regarding an organization's valuable, rare, inimitable, and nontradable resources--in both HRM practices and human resources--can help improve perceived federal agency mission accomplishment. Keywords strategic human resource management (SHRM), resource-based view (RBV), federal agency mission accomplishment

There's a growing focus on HR practitioners obtaining certifications and degrees. But measuring their value remains elusive. As the digital enterprise takes shape and the demand for talent grows, it's [...]

In this article ... Take a look at some the mistakes young physician leaders can make when they move into management YOU DID IT! FINALLY, YOU ATTAINED YOUR dream position [...]

Abstract The global financial crisis led many older workers to delay retirement or to re-enter the workforce (O'Loughlin, Humpel and Kendig 2010). This has resulted in an increase in age [...]

Abstract In common with ongoing research into human resource management (HRM), there are attributes of jobs that are associated with job quality, which are considered important in attracting and retaining [...]

As the U.S. healthcare model changes from rewarding for quantity to rewarding for quality, practice management (PM) is undergoing a sea change. Dealing with healthcare reform, which really represents a [...]

Unless managed well, mergers and acquisitions can lead to anxiety, stress, and negative behaviors for employees of the companies involved. About one-third of all employees will face a merger during [...]

Federal agency productivity and employee satisfaction are demanding goals even in the best of times. And one would not have to look far to come to the conclusion that the [...]

Bossing around employees is so passe. Developing people, treating them with respect, encouraging their talents and input--these are trends that research has proven build strong companies and give them the [...]

Requiring employees to share in the company's costs for talent development is certainly unconventional, but employers' return on investment will improve as a result. Inspired by the experience of the [...]

With the war for talent in full swing, it is essential that every manager be better prepared to make more effective hiring decisions. The consequences of poor hiring will be [...]

Presented at the 2004 Southeastern Conference on Public Administration (SECoPA) in Charlotte, NC Dedicated to Dr. Don Chu, Dean of the College of Professional Studies, University of West Florida No [...], This article explores issues of workplace justice and organization legitimacy founded in formal employee grievance programs and procedures designed to afford aggrieved employees procedural due process, equal treatment and fairness. The depth and breadth of the discussion and debate about what constitutes a successful employee grievance program is interdisciplinary and complex. It focuses on the inevitable tension between management prerogatives and employee rights in the public workplace. At issue is the relationship between workplace justice and legitimacy and its effect on organization efficiency and effectiveness. The author contends that workplace justice and organization success are closely tied to the legitimate actions of first-line supervisors and human resource managements' abilities to design institutions capable of fulfilling their social responsibilities in self-preserving ways. This will require a better understanding of how formal employee grievance procedures alter cooperative, alternative dispute resolution mechanisms for resolving employees' workplace concerns, complaints, and disputes in public organizations.

The workforce is becoming relentlessly younger but for the present contains four generations; the Traditionalists, born before 1945; the huge post-war Baby Boomers, born 1945-64; the small Generation X group, [...]

Jennifer Dorian knew all about work-obsessed corporate cultures. When she used to craft branding ideas at Coca-Cola, it was simply understood that 'everyone there bleeds Coke red,' says the upbeat [...]

EVEN IN MANAGEMENT, THERE'S A WRONG WAY AND A RIGHT WAY TO DO MOST things. Grooming promising staff talent is no exception. Here's a wrong way: A few years ago [...]

In the last three years, managing threats has become at least as important as managing investment opportunities for most companies. The collapse of the new economy, corporate governance failures, terrorist [...]

Though in recent years more attention has focused on improving corporate performance measurement by using strategic management systems such as the balanced scorecard, little has changed at the top of [...]

The MedTeams project is a translational research effort to apply crew resource management (CRM) behavioral principles developed in aviation to emergency medical care. Hospital emergency departments share many of the [...], Objective. To evaluate the effectiveness of training and institutionalizing teamwork behaviors, drawn from aviation crew resource management (CRM) programs, on emergency department (ED) staff organized into caregiver teams. Study Setting. Nine teaching and community hospital EDs. Study Design. A prospective multicenter evaluation using a quasi-experimental, untreated control group design with one pretest and two posttests of the Emergency Team Coordination Course ™ (ETCC). The experimental group, comprised of 684 physicians, nurses, and technicians, received the ETCC and implemented formal teamwork structures and processes. Assessments occurred prior to training, and at intervals of four and eight months after training. Three outcome constructs were evaluated: team behavior, ED performance, and attitudes and opinions. Trained observers rated ED staff team behaviors and made observations of clinical errors, a measure of ED performance. Staff and patients in the EDs completed surveys measuring attitudes and opinions. Data Collection. Hospital EDs were the units of analysis for the seven outcome measures. Prior to aggregating data at the hospital level, scale properties of surveys and event-related observations were evaluated at the respondent or case level. Principal Findings. A statistically significant improvement in quality of team behaviors was shown between the experimental and control groups following training (p = .012). Subjective workload was not affected by the intervention (p = .668). The clinical error rate significantly decreased from 30.9 percent to 4.4 percent in the experimental group (p = .039). In the experimental group, the ED staffs' attitudes toward teamwork increased (p = .047) and staff assessments of institutional support showed a significant increase (p = .040). Conclusion. Our findings point to the effectiveness of formal teamwork training for improving team behaviors, reducing errors, and improving staff attitudes among the ETCC-trained hospitals. Key Words. Teams, teamwork, MedTeams, teamwork training, medical error

Given the staggering costs of college education--up to $225,000--these 529 plans, with their significant tax advantages, are a voluntary benefit you might want to offer employees. But it pays to [...]

The term 'diversity management' has become a buzzword for all organizations of all types and sizes. While organizations engage in diversity management out of a desire to assure that no [...], 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.

THE SUDDEN SHIFT from soaring stock options to plummeting sales and workforce cutbacks has resulted in diminished passion and loss of productivity for many employees. For those that remain, work [...]

John P. Kotter, Harvard Business School professor and author of Leading Change, says that when a crisis develops, people tend to react immediately to try to solve it. 'Conducting business [...]

Want employees to understand how the way they do their jobs contributes to the bottom line? Teach them how the company's finances work. Denise Bredfelt once harbored an intense distrust [...]

Ask Mark Boeser about his future job prospects, and he radiates confidence. The information-technology consultant for Minneapolis-based Born Information Services says he could leave his job today and have offers [...]

Organizations must consider many critical factors as they face the future. Technology is advancing at a frenetic pace, especially in relation to the transfer and accessibility of information and the [...]

After recently celebrating my 24th anniversary of becoming an entrepreneur, I wanted to share some key strategies with you that I've learned along the way during this already interesting and [...]

Over the years, as I moved into senior management, I began to get assignments for which I was wholly unprepared. Some of these projects were exhilarating, some were terrifying. But [...]

Call it the boardroom Catch-22: It's difficult to get on a board if you don't have board experience. But, you can't get the experience without your first board seat. The [...]

Inclusion(1) Broadens the Bandwidth Diversity describes the make-up of a group. Inclusion describes which individuals are allowed to participate and are enabled to contribute fully in the group. In reality, [...], Diversity is one of the most significant forces influencing organizational change in the 1990s. The number of diversity workshops, videos, journal articles, boardgames, handbooks and CD-ROMs testify to its significance. Many of these present diversity as a problem to overcome or manage. Few recognize diversity as a potential source of organizational effectiveness. This article presents diversity as a key resource to create a high performing work culture that enables all members of the organization to do their best work. I share some of the lessons learned in over twenty-five years experience consulting with public and private organizations in their quest to build inclusive, high performing work environments. The article distinguishes between diversity and inclusion, describes a model for diagnosing an organization's culture, sets forth steps for implementing organizational change, and discusses the human resource professional's role. These concepts grew out of my work with organizations such as Mobil Corporation, Dun & Bradstreet, Apple Computer and the Cities of Portland, Maine; Columbus, Indiana; and San Diego, California.

Much like the stock market, employment litigation seems to have no current ceiling. Nor are there any indications that the rise Will level off any time soon. Recent examples of [...]