American Management Association Research Articles

Creating Sexual Pleasure and Sexual Justice in the Twenty-First Century

PEPPER SCHWARTZ University of Washington Rothschild, Joyce and Marjukka Ollilainen. 1999. Obscuring but not Reducing Hierarchical Control: Does TQM Measure Up to Democracy Standards? Economic and Industrial Democracy 20: 583-624. Rothschild, Joyce and J. Allen Whitt. 1986. Cooperative Workplace: Potentials and Dilemmas of Organizational Democracy and Participation. Cambridge: Cambridge University Press. Rothschild-Whitt, Joyce. 1979. The Collectivist Organization: An Alternative to RationalBureaucratic Models. American Sociological Review 44: 509-27. Russell, Raymond. 1985. Sharing Ownership in the Workplace. Albany: State University of New York Press. Ryan, John. 1992. Quality Team Concept in Total Quality Control. Milwaukee: ASQC Press. Sashkin, Marshall and Kenneth Kiser. 1993. Puttmg Total Quality Management to Work. San Francisco: Berrett-Koehler. Shaiken, Harley. 1984. Work Transformed: Automation and Labor in the Computer Age. New York: Holt, Rinehart & Winston. Silver, Beverly. 1995. World-scale Patterns of LaborCapital Conflict. Review 18: 155-94. Sirianni, Carmen. 1994. Learning Pluralism: Democracy and Diversity in Feminist Organizations. Pp. 554-76 in Organization and Bureaucracy, edited by F. Fischer and C. Sirianni. Philadelphia: Temple University Press. Smith, Vicki. 1996. Employee Involvement, Involved Employees: Participative Work Arrangements in a White-Collar Service Occupation. Social Problems 43: 166-79. Svenson, Ray, Karen Wallace, Guy Wallace, and Bruce Wexler. 1994. Quality Roadmap. New York: American Management Association. Tenner, Arthur and Irving DeToro. 1992. Total Quality Management: Three Steps to Continuous Improvement. Reading, MA: Addison-Wesley. Thomas, Robert J. 1994. What Machines Can't Do. Berkeley: University of California Press. Tomaskovic-Devey, Donald. 1993. Gender and Racial Inequality at Work: Sources and Consequences of Job Segregation. Ithaca, NY: ILR Press. Tomaskovic-Devey, Donald and Barbara Risman. 1993. Telecommuting Innovation and Organization: A Contingency Theory of Labor Process Change. Social Science Quarterly 74: 367-85. Tuckman, Alan. 1995. Ideology, Quality and TQM. Pp. 54-81 in Making Quality Critical: New Perspectives on Organizational Change, edited by A. Wilkinson and H. Wilmott. London: Routledge. Vallas, Steven P. 1999. Rethinking Post-Fordism: Meaning of Workplace Flexibility. Sociological Theory 17: 68-101. Vallas, Steven and John Beck. 1996. The Transformation of Work Revisited: Limits of Flexibility in American Manufacturing. Social Problems 43: 501-22. Western, B. 1997. Between Class and Market: Postwar Unionization in the Capitalist Democracies. Princeton, NJ: Princeton University Press. Whyte, William F. and Kathleen K. Whyte. 1988. Making Mondragon. Ithaca, NY: ILR Press. Zimbalist, A., ed. 1979. Case Studies on the Iabor Process. New York: Monthly Review Press. Zuboff, Shoshanna. 1988. In the Age of the Smart Machine. New York: Basic Books.

Book Review Managing Channels of Distribution: The Marketing Executive's Guide. By Kenneth Rolnicki, AMACOM Books, New York, The book publishing division of the American Management Association, 1998, $59.95 (Hardcover), 288 pages

Book Review Managing Channels of Distribution: The Marketing Executive's Guide. By Kenneth Rolnicki, AMACOM Books, New York, The book publishing division of the American Management Association, 1998, $59.95 (Hardcover), 288 pages

Book Reviews: The Four Elements of Successful Management: Select, Direct, Evaluate, Reward Don R. Marshall AMACOM American Management Association 1999 208 pp., hardcover, $24.95 US

Book Reviews: The Four Elements of Successful Management: Select, Direct, Evaluate, Reward Don R. Marshall AMACOM American Management Association 1999 208 pp., hardcover, $24.95 US

Book Reviews: Measures of Quality & High Performance: Simple Tools and Lessons Learned From America's Most Successful Corporations Richard M. Hodgetts AMACOM (American Management Association) 1998 220 pp., Hardcover, $35.00

Book Reviews: Measures of Quality & High Performance: Simple Tools and Lessons Learned From America's Most Successful Corporations Richard M. Hodgetts AMACOM (American Management Association) 1998 220 pp., Hardcover, $35.00

Book Reviews: The Knowledge-Enabled Organization: Moving from "Training" to "Learning" to Meet Business Goals Daniel R. Tobin New York: American Management Association, 1998, 214 pp. $27.95, hardcover

Book Reviews: The Knowledge-Enabled Organization: Moving from "Training" to "Learning" to Meet Business Goals Daniel R. Tobin New York: American Management Association, 1998, 214 pp. $27.95, hardcover

Ethics in employment law: the Americans with Disabilities Act and the employee with HIV.

a quarter of a million Americans and is currently the leading killer of Americans, age 25-44. Despite the facts that we are now halfway through our second decade confronting the HIV virus and more than a third of major U.S. cor porations have dealt with at least one employ ment situation relating to actual or perceived cases of HIV infection, the overwhelming majority of U.S. corporations have still remained inactive in addressing HIV infection in the work place. A 1994 survey conducted by the American Management Association found that only 19% of their member-organizations had established a specific AIDS policy despite the fact that between 1991 and 1994 there was a 65% increase

Exploring the Consequences of Workforce Reduction

AbstractAlthough workforce reduction has remained popular among organizations throughout the 1990s, few largescale studies of the impact of employee cutbacks have been conducted in Canada at the establishment level. About 55% of establishments reported reducing their workforce over a 2‐year period, with an average reduction of almost 16% of the workforce. When comparing establishments that had and had not engaged in permanent employee cutbacks, the results indicated that workplaces experiencing downsizing were more likely to have lower scores on the employer efficiency and employee satisfaction measures and report less favourable employer‐employee relations. Further analysis limited only to establishments experiencing workforce reduction revealed that a high‐involvement workplace strategy was associated with significantly better performance outcomes.RésuméBien que la réduction des effectifs soit restée courante dans les entreprises tout au long des années 90, on a réalisé peu d'études à grande échelle traitant de l'impact de ces compressions sur les entreprises au Canada. À peu près 55 % des entreprises ont signalé une réduction moyenne de presque 16 % de leur personnel sur une période de deux ans. En comparant ces établissementslà à ceux qui n'ont pas effectué de compression de leur personnel permanent, les résultats indiquent que, par suite de compressions, les établissements sont davantage susceptibles d'assister non seulement à une diminution de l'efficacité de l'employeur et de la satisfaction des employés, mais également de la qualité des relations employeur‐employés. Une autre analyse, qui se limite à des établissements ayant fait l'expérience d'une réduction des effectifs, a révélé qu'une stratégie de grande participation en milieu de travail était associée à une sensible amélioration des résultats.

Whistleblowing in Speech-Language Pathology

No AccessAmerican Journal of Speech-Language PathologyViewpoint1 Nov 1998Whistleblowing in Speech-Language Pathology Mary Pannbacker Mary Pannbacker Louisiana State University Medical Center, Shreveport Google Scholar More articles by this author https://doi.org/10.1044/1058-0360.0704.18 SectionsAboutFull TextPDF ToolsAdd to favoritesDownload CitationTrack Citations ShareFacebookTwitterLinked In References American Academy of Audiology. (1996–1997). Code of ethics.American Academy of Audiology Membership, 221–222. Google Scholar American Speech-Language-Hearing Association. (1992a, May). Asha’s proposed long range strategic plan.Asha, 34, 32–36. Google Scholar American Speech-Language-Hearing Association. (1992b). ESB accreditation manual. Rockville, MD: Author. Google Scholar American-Speech-Language-Hearing Association. (1994a, March). Code of ethics.Asha, 36(Suppl. 13), 1–2. Google Scholar American-Speech-Language-Hearing Association. (1994b, March). Professional liability and risk management for the audiology and speech-language pathology professions.Asha, 36(Suppl. 12), 25–38. Google Scholar American Speech-Language-Hearing Association. (1994c, March). Issues in ethics.Asha, 36(Suppl. 13), 7–27. Google Scholar American Speech-Language-Hearing Association. (1994d, January). The protection of rights of people receiving audiology or speech-language pathology services.Asha, 36, 60–62. Google Scholar American Speech-Language-Hearing Association. (1994e). Ethics: Resources for professional preparation and practice. Rockville, MD: Author. Google Scholar American Speech-Language-Hearing Association. (1996a, March). Scope of practice in audiology.Asha, 38(Suppl. 16), 12–15. Google Scholar American Speech-Language-Hearing Association. (1996b, March). Scope of practice in speech-language pathology.Asha, 38(Suppl. 16), 16–20. Google Scholar American Speech-Language-Hearing Association. (1997). Preferred practice patterns for the professions of speech-language pathology and audiology. Rockville, MD: Author. Google Scholar Andrews, M., Goldberg, K., & Kaplan, H. (1996). Nurses’ legal handbook. Springhouse, PA: Springhouse Corporation. Google Scholar Baab, D. A., & Ozar, D. T. (1994). Whistleblowing in dentistry: What are the ethical issues.Journal of the American Dental Association, 125(2), 199–205. Google Scholar Banja, J. D. (1985). Whistleblowing in physical therapy.Physical Therapy, 65(11), 1683–1686. Google Scholar Berryman-Fink, C. (1989). The manager’s desk reference. NY: American Management Association. Google Scholar Buie, J. (1997a). Clinical ethics survey shows members grapple with ethical dilemmas.ASHA Leader, 2(20), 1, 3. Google Scholar Buie, J. (1997b). Medicare fraud probe pressure felt by members.ASHA Leader, 2(18), 1, 7. Google Scholar Callahan, S. (1988). Whistle-blowing: An ethical dilemma.Health Progress, 18–19. Google Scholar Darr, K. (1991). Ethics in health services movement. Baltimore: Health Professions Press. Google Scholar Friedman, P. J. (1996). Advice to individuals involved in misconduct accusations.Academic Medicine, 71(7), 716–723. Google Scholar Fry, S. T. (1989). Whistle-blowing by nurses: A matter of ethics.Nursing Outlook, 37(1), 56. Google Scholar Garrett, T. M., Baillie, H. W., & Garrett, R. M. (1989). Health care ethics. Englewood Cliffs, NJ: Prentice-Hall. Google Scholar Guy, M. E. (1990). Ethical decision making in everyday work situations. Westport, CT: Quorum Books. Google Scholar Hartwigsen, G. (1997). Protecting yourself when filing a Medicare fraud complaint.ASHA Leader, 2(22), 1, 3. Google Scholar James, G. G. (1990). Whistle-blowing: Its moral justification.In P. Madsen & J. M. Shafritz (Eds.), Essentials of business ethics (pp. 160–189). New York: Penguin Books. Google Scholar Jessen, J. R. (1997). A virtual round table.Asha, 39, 64. Google Scholar Lenzer, J. M. (1994). Whistle-blowing dilemma.Journal of the American Academy of Physician Assistants, 7(1), 65. Google Scholar Lynch, C. (1986, June). Harm to the public…is it real?.Asha, 28, 25–31. Google Scholar Macrina, F. L. (1995). Scientific integrity. Washington, DC: American Society for Microbiology. Google Scholar Miller, T. D., & Lubinski, R. (1986, June). Professional liability in speech-language pathology and audiology.Asha, 28, 45–47. Google Scholar Nadar, R. (1990). The anatomy of whistle-blowing.In P. Madsey & J. M. Shafritz (Eds.), Essentials of business ethics. NY: Penguin Books. Google Scholar Rozovsky, L. E. (1992). Should you ever blow the whistle?.Canadian Journal of Medical Radiation Technology, 23(3), 121–122. Google Scholar Silva, M. C., & Snyder, P. (1992). The ethics of whistle blowing by nurses.Nurses Connections, 5(3), 17–21. Google Scholar Statt, D. A. (1991). The concise dictionary of management. London: Routledge. Google Scholar Whicker, M. L., & Kronerfeld, J. J. (1994). Dealing with ethical dilemmas on campus. Thousand Oaks, CA: Sage Publications. Google Scholar Additional Resources FiguresReferencesRelatedDetailsCited byContemporary Issues in Communication Science and Disorders38:Spring (11-19)1 Mar 2011Professional Code of Ethics: The Case of Speech-Language Pathologists in KuwaitTareq Alshatti, Fauzia Abdalla and Fatima DikrallahAmerican Journal of Speech-Language Pathology9:1 (93-94)1 Feb 2000In Response to "Whistleblowing in Speech-Language Pathology"American Journal of Speech-Language Pathology9:1 (94-94)1 Feb 2000Response to ASHA Board of EthicsMary Pannbacker Volume 7Issue 4November 1998Pages: 18-24 Get Permissions Add to your Mendeley library HistoryReceived: Dec 23, 1997Accepted: Mar 30, 1998 Published in issue: Nov 1, 1998 Metrics Topicsasha-topicsasha-article-typesleader-topicsKeywordsethical dilemmasaccusationethical violationsdocumentationCopyright & PermissionsCopyright © 1998 American Speech-Language-Hearing AssociationPDF downloadLoading ...

Eight steps to better reports

Performance ImprovementVolume 37, Issue 8 p. 37-38 Professional Practice Eight steps to better reports Ms. Jane Ranshaw, Ms. Jane Ranshaw ranshaw@ranshawconsulting.com Jane Ranshaw is president of Ranshaw Consulting, Inc. Since 1976, her company has provided training and communications consulting services to Fortune 500 companies and other organizations. She conducts her own proprietary workshops on listening, business writing, effective manual development, and internal consulting. She also presents courses on writing and communications for the American Management Association. Ms. Ranshaw completed an MBA at The University of Chicago and a BS in Business at Indiana University. She is certified in a number of training and organizational approaches. Her education and business experience give her a unique perspective on the challenges facing organizations today. A former Marketing Vice President for the Chicago chapter of ISPI, she is a board member of the Independent Writers of Chicago, where she also served as president. She chairs the Business Issues for Performance Improvement Professionals track for ISPI's 1999 conference. Other memberships include the American Managment Association, the American Society for Training & Development, the Society for Technical Communication, and the University of Chicago Women's Business Group. Ms. Ranshaw is included in Who's Who of American Women and is a frequent speaker for business, professional, and civic groups.Search for more papers by this author Ms. Jane Ranshaw, Ms. Jane Ranshaw ranshaw@ranshawconsulting.com Jane Ranshaw is president of Ranshaw Consulting, Inc. Since 1976, her company has provided training and communications consulting services to Fortune 500 companies and other organizations. She conducts her own proprietary workshops on listening, business writing, effective manual development, and internal consulting. She also presents courses on writing and communications for the American Management Association. Ms. Ranshaw completed an MBA at The University of Chicago and a BS in Business at Indiana University. She is certified in a number of training and organizational approaches. Her education and business experience give her a unique perspective on the challenges facing organizations today. A former Marketing Vice President for the Chicago chapter of ISPI, she is a board member of the Independent Writers of Chicago, where she also served as president. She chairs the Business Issues for Performance Improvement Professionals track for ISPI's 1999 conference. Other memberships include the American Managment Association, the American Society for Training & Development, the Society for Technical Communication, and the University of Chicago Women's Business Group. Ms. Ranshaw is included in Who's Who of American Women and is a frequent speaker for business, professional, and civic groups.Search for more papers by this author First published: 07 February 2007 https://doi.org/10.1002/pfi.4140370810 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume37, Issue8October 1998Pages 37-38 RelatedInformation

Aligning personal values and corporate values: A personal and strategic necessity

Employment Relations TodayVolume 25, Issue 3 p. 23-35 Ideas Aligning personal values and corporate values: A personal and strategic necessity John A. Rubino, John A. Rubino rubinocs@aol.com John A. Rubino is the president of Rubino Consulting Services (RCS) based in Pound Ridge, New York. His areas of expertise are design and implementation of corporate values and their linkage to HR strategies, performance-driven incentive plans, sales-compensation programs, performance-management systems, management-training programs, team dynamics, leadership skills, motivational training, and HR communication programs. Prior to forming his own consulting company, he was senior manager of HR consulting services for Ernst & Young LLP and director of executive compensation for The Equitable Life Insurance Company. He has also provided a variety of HR services to organizations in the financial services, manufacturing, and public sectors. He is a speaker, course developer, and seminar leader for the American Compensation Association (ACA) and the American Management Association (AMA) and has recently created and teaches two new seminars for the AMA: Developing and Extending Corporate Values and a course on articulating and “living” personal values called Positioning Yourself For Success. He is the author of two books and has written a number of articles on HR issues for a variety of professional publications.Search for more papers by this author John A. Rubino, John A. Rubino rubinocs@aol.com John A. Rubino is the president of Rubino Consulting Services (RCS) based in Pound Ridge, New York. His areas of expertise are design and implementation of corporate values and their linkage to HR strategies, performance-driven incentive plans, sales-compensation programs, performance-management systems, management-training programs, team dynamics, leadership skills, motivational training, and HR communication programs. Prior to forming his own consulting company, he was senior manager of HR consulting services for Ernst & Young LLP and director of executive compensation for The Equitable Life Insurance Company. He has also provided a variety of HR services to organizations in the financial services, manufacturing, and public sectors. He is a speaker, course developer, and seminar leader for the American Compensation Association (ACA) and the American Management Association (AMA) and has recently created and teaches two new seminars for the AMA: Developing and Extending Corporate Values and a course on articulating and “living” personal values called Positioning Yourself For Success. He is the author of two books and has written a number of articles on HR issues for a variety of professional publications.Search for more papers by this author First published: 16 January 2007 https://doi.org/10.1002/ert.3910250304Citations: 7 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume25, Issue3Autumn (Fall) 1998Pages 23-35 RelatedInformation

Drug testing in the workplace: the allure of management technologies

Discusses US use of drug testing in the workplace, screening employees for smoking, AIDS, genetic traits and reproductive hazards. Attributes this to the costs employers face in insurance, litigation and compensation. Points out that the purpose of drug testing is to circumvent management responsibility for: accidents in the workplace, stress, bad management practices, and disregarding health and safety initiatives. Acknowledges that the tests are harmful and indefensible. Reports that 81 per cent of members of the American Management Association in 1996 conducted drug testing. Claims that screening is the alternative to monitoring – that is screening out individuals who are seen as high risk in some way – yet that misses the point – the focus should be on making hazardous working conditions safe. Indicates that companies may use drug testing as a means of deterring drug users from gravitating towards their organization. Mentions that workplace‐induced stress can lead to substance abuse and that, therefore it is management driven, rather than being a problem the worker brings to the workplace. Quotes a number of company physicians who object to policing drug use. Indicates that drug testing has diverted attention away from health and safety issues and hazardous working conditions.

New HR skills needed for a new work environment

Employment Relations TodayVolume 24, Issue 3 p. 21-32 New Idea New HR skills needed for a new work environment Stephen C. Schoonover, Stephen C. Schoonover Stephen C. Schoonover, M.D., is president of Schoonover Associates, Inc., a leadership-development consulting firm based in Falmouth, Massachusetts, that specializes in HR consulting, competency model building, and performance-development systems. Dr. Schoonover, formerly a member of the faculty of Harvard Medical School for more than 20 years and board certified in psychiatry and neurology, has published two books on HR development—Changing Ways, published by the American Management Association Press, and Managing to Relate: Interpersonal Skills at Work, released by Addison-Wesley—and four academic books on psychiatry and psychology. He is currently working on a book about leadership. He has performed extensive consulting and training for a number of high-profile companies and currently consults with Oracle to develop a curriculum to support the vision and leadership success criteriaSearch for more papers by this author Stephen C. Schoonover, Stephen C. Schoonover Stephen C. Schoonover, M.D., is president of Schoonover Associates, Inc., a leadership-development consulting firm based in Falmouth, Massachusetts, that specializes in HR consulting, competency model building, and performance-development systems. Dr. Schoonover, formerly a member of the faculty of Harvard Medical School for more than 20 years and board certified in psychiatry and neurology, has published two books on HR development—Changing Ways, published by the American Management Association Press, and Managing to Relate: Interpersonal Skills at Work, released by Addison-Wesley—and four academic books on psychiatry and psychology. He is currently working on a book about leadership. He has performed extensive consulting and training for a number of high-profile companies and currently consults with Oracle to develop a curriculum to support the vision and leadership success criteriaSearch for more papers by this author First published: 31 January 2011 https://doi.org/10.1002/ert.3910240304Citations: 6 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume24, Issue3Autumn (Fall) 1997Pages 21-32 RelatedInformation

How to Supervise in Today’s Workplace

How to Supervise in Today’s Workplace

A guide to successfully managing employee performance: Linking performance management, reward systems, and management training

Employment Relations TodayVolume 24, Issue 2 p. 45-53 Feature A guide to successfully managing employee performance: Linking performance management, reward systems, and management training John A. Rubino, John A. Rubino John A. Rubino is president of Rubino Consulting Services (RCS) based in Pound Ridge, New York. His areas of expertise are in the design and implementation of corporate values/objectives and their linkage to human resources strategies, performance-driven incentive plans, sales compensation programs, performance management systems, management training programs, team dynamics, leadership skills, motivational training, and human resources communication programs. Prior to forming RCS, he was senior manager of human resources consulting services for Ernst & Young LLP and director of executive compensation for The Equitable Life Insurance Company. He is recognized for expertise in compensation and serves as a course developer and leader for programs offered by the American Compensation Association and the American Management Association. He is the author of two books—Developing Compensation Programs: Job Analysis, Evaluation and Classification and Communicating Compensation Programs: An Approach to Providing Information to Employees—and several articles on human resources.Search for more papers by this author John A. Rubino, John A. Rubino John A. Rubino is president of Rubino Consulting Services (RCS) based in Pound Ridge, New York. His areas of expertise are in the design and implementation of corporate values/objectives and their linkage to human resources strategies, performance-driven incentive plans, sales compensation programs, performance management systems, management training programs, team dynamics, leadership skills, motivational training, and human resources communication programs. Prior to forming RCS, he was senior manager of human resources consulting services for Ernst & Young LLP and director of executive compensation for The Equitable Life Insurance Company. He is recognized for expertise in compensation and serves as a course developer and leader for programs offered by the American Compensation Association and the American Management Association. He is the author of two books—Developing Compensation Programs: Job Analysis, Evaluation and Classification and Communicating Compensation Programs: An Approach to Providing Information to Employees—and several articles on human resources.Search for more papers by this author First published: 31 January 2011 https://doi.org/10.1002/ert.3910240207 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume24, Issue2Summer 1997Pages 45-53 RelatedInformation

A quality human resource curriculum: Recommendations from leading senior HR executives

This article describes a high quality human resource management curriculum as perceived by one group of customers–senior human resource executives who hire, train, and work with university and college graduates. A Delphi research methodology was used to survey the opinions of 24 members of the Human Resources Council, an advisory body to the American Management Association. The study confirms that the major topics taught in most HRM curricula at the bachelor and masters levels are perceived by HR executives to be just about right. It also presents their views about the relative value of the topics and shares specifics about their conviction that graduates need a much deeper understanding of how and where the HR function fits into the overall business strategy of an organization. © 1997 John Wiley & Sons, Inc.

Drug Testing of Health Care Workers: Toward a Coherent Hospital Policy

Spurred by President Ronald Reagan's 1986 Executive Order seeking to establish a drug-free workplace and by the growing empirical data purporting to show a loss of time, money and productivity due to the adverse effects of substance abuse, employers in both the public and private sector have implemented drug testing programs on an unprecedented scale. Today, employers subject an estimated thirty million workers to some type of employer-sponsored drug and alcohol testing in the workplace. A 1996 survey by the American Management Association reports that eighty-one percent of all major corporations now employ some type of drug testing program, a fourfold increase in nine years.While drag testing in the health care sector is rising, it still lags behind other industries. When a hospital does test, it often exempts a crucial job classification—physicians. This Article's thesis centers on the potential liability hospitals face by failing to include drug testing in its hiring and credentialing process.

Reining in rumors

x umors do not just fill up time around the water fountain. They can drain productivity, reduce profits, create stress in the workplace, or sully a company’s image. Some rumors tear at a company’s credibility, with both personnel and customers. Others have catapulted firms into financial disaster. It is imperative that managers know how to deal with the spread of questionable information, but even “experts” give a bewildering array of mixed signals. For instance, there is disagreement on whether a company should deny rumors. Sociologist Frederick Koenig, author of Rumor in the Marketplace (Auburn House, 1985), recommends that, “If a company is the target of a rumor, it should deny it immediately as forcefully and publicly as possible, showing the evidence that proves it is unfounded.” But many public relations experts consider denials counterproductive. Business writer Owen Edwards stated that “about the only way not to counter a rumor is to deny it, since any denial tends to give rumor added clout. The more vehement the denial, the more credible the story becomes.” There also is disagreement on something more basic: whether to comment at all. Thomas R. Horton, former president of the American Management Association, advised, “Above all, avoid having any company representative answer any media question with ‘no comment.“’ If it cannot be answered, then explain why it cannot be answered to the media, Horton advised. Some authorities, however, subscribe to the World War II dictum: “Keep mum!” Management consultant David Walke said he believes that “the safest thing to say is that our company policy is not to comment on rumors.” There also is little consensus on the treatment for rumor-plagued organizations. Managers often find themselves forced into a predicament similar to that of a tribal medicine man who has at his disposal a variety of mostly prescientific folk remedies, nostrums, and incantations. Often, the reason managers have so little to rely on is that savvy intuitions about how to combat rumors may not take into account recent findings on the way rumors get generated and transmitted. Thus, on the whole, efforts to create rumor

A Review of North American Selection Procedures: Canada and the United States of America

This article reviews North American selection procedures used to make employment decisions (hiring, promotion, training, layoff and demotion) within public and private organizations in Canada and the United States of America. We present the conclusions of several surveys of selection practices including those conducted by the International Personnel Management Association and the American Management Association. We summarize the literature on assessment centers, biodata, computerized assessment, education and experience criteria, individual assessment, education and experience criteria, individual assessment, integrity testing, interviews, job knowledge tests, physical and psychomotor tests and written tests. We also describe selection procedures being used for a variety of occupations from Air Traffic Controller to Telephone Operator. We conclude by describing future trends in personnel assessment in North America and predict greater collaborative research efforts between our two countries.

The evolution of workplace drug screening: a medical review officer's perspective.

In the United States, screening the urine of employees or job applicants for the presence of drugs has become commonplace. A survey of 794 large- and mediumsized companies, conducted by the American Management Association in January 1994, found that 87 percent of them now test job applicants for drug use. In 1987, a similar survey found that 22 percent screened job applicants. Federally mandated drug testing programs with random testing requirements affect millions of workers in the transportation industry, the nuclear power industry, and the United States civil and military services.As some of these programs pass their fifth anniversary since being instituted, it is important to assess the forces that led to their creation. Whether or not these programs are considered successful depends on what one expects to achieve by such widespread testing.

A diversity perspective on the language challenge

Employment Relations TodayVolume 20, Issue 4 p. 363-376 New Idea A diversity perspective on the language challenge R. Roosevelt Thomas Jr., R. Roosevelt Thomas, Jr.: , DBA, is founder and president of The American Institute for Managing Diversity, a research and education enterprise with the objective of fostering effective management of employee diversity. Previously, he served as dean of The Atlanta University Graduate School of Business Administration, assistant professor at the Harvard Business School, and instructor at Morehouse College. He has been active for more than sixteen years as a consultant to numerous corporations, professional firms, nonprofit organizations, and academic institutions. Dr. Thomas is the author of Beyond Race and Gender: Unleashing the Power of Your Total Work Force by Managing Diversity (AMACOM, a division of American Management Association, 1991), Differences Do Make a Difference, and the Harvard Business Review article “From Affirmative Action to Affirming Diversity “(March-April 1990).Search for more papers by this authorToni A. Gregory, Toni A. Gregory is the associate director of Applied Research at the American Institute for Managing Diversity.Search for more papers by this author R. Roosevelt Thomas Jr., R. Roosevelt Thomas, Jr.: , DBA, is founder and president of The American Institute for Managing Diversity, a research and education enterprise with the objective of fostering effective management of employee diversity. Previously, he served as dean of The Atlanta University Graduate School of Business Administration, assistant professor at the Harvard Business School, and instructor at Morehouse College. He has been active for more than sixteen years as a consultant to numerous corporations, professional firms, nonprofit organizations, and academic institutions. Dr. Thomas is the author of Beyond Race and Gender: Unleashing the Power of Your Total Work Force by Managing Diversity (AMACOM, a division of American Management Association, 1991), Differences Do Make a Difference, and the Harvard Business Review article “From Affirmative Action to Affirming Diversity “(March-April 1990).Search for more papers by this authorToni A. Gregory, Toni A. Gregory is the associate director of Applied Research at the American Institute for Managing Diversity.Search for more papers by this author First published: Winter 1993 https://doi.org/10.1002/ert.3910200402Citations: 4 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinked InRedditWechat Citing Literature Volume20, Issue4Winter 1993Pages 363-376 RelatedInformation