Showing papers in "The Personnel journal in 1980"

Structured interviewing: avoiding selection problems.

Abstract: In place of the old-fashioned, casual interview, which is unreliable and occasionally invalid in the context of EEO and affirmative action developments, the authors propose the adoption of structured interviewing for job selection. They contend that objective testing--oral, written and physical--would be more reliable, avoid the labyrinth of EEO, and ultimately yield better candidates for the jobs offered.

Why performance appraisals fail.

Abstract: Our faith in the effectiveness of performance appraisal derives in part from its planned redundancy, in the interplay of employee, appraiser and reviewer. But this very safeguard, as Dr. McGuire points out, means that each party is trying too hard to satisfy the others' needs and expectations, both real and imagined.

Managing professionals: the quiet conflict.

Abstract: The dichotomy between managers and professionals is usually seen as a matter of incompatible values and false perceptions. Consultant Lebell supports this basic viewpoint, but enriches it through theoretical discussion, practical recommendations and some revealing interviews with both parties to the conflict.

The "refined" performance evaluation monitoring system: best of both worlds.

Abstract: The computer is proving itself to be an almost limitless resource: it can easily refine your performance appraisal system simply by using weighted normalized ratings A consultant explains his system and how it can save a company both money and mistakes

The annual human resource review (a career-planning system).

Abstract: The success of an organization depends, to some extent, on a satisfied, challenged workforce. Career planning is a key element in personnel's efforts to reach this goal, and in this article, Vosburgh presents a strategy for developing a career-planning system which takes account of the individual employee's needs within the corporate structure.

Commonly overlooked dimensions of employee selection.

Abstract: Most failures on the job are not due to lack of skills or ability. Therefore, according to psychologist Witkin, the employee selection process must also consider such factors as employee motivation, past performance, potential for failure, the emotional demands of the job, and the proper use of testing tools.

Preventive-maintenance techniques for staying union-free.

Abstract: Maintaining union-free status is a matter of maintaining credibility with your employees in five key areas: management development, employee training, promotion, compensation and benefits, and communications. The latter two concerns are particularly stressed by Dr. Rand in this low-cost, high-return strategy.

An update on personnel recordkeeping and employee privacy.

Abstract: "Privacy," says the President, "is a permanent public issue." So permanent, in fact, that the federal Privacy Protection Study Commission made 34 recommendations covering employee recordkeeping, all of which deserve personnel's attention. Our author also focuses on General Electric's all-out privacy compliance program, which may well prove a good model for other corporations to follow.

New York City's approach to problem-employee counseling.

Abstract: Employee problems such as alcohol and drugs (and the emotional turmoil that leads to them) continue to slow productivity and increase turnover. For nine years, New York City has been an innovator in this area of personnel concern, abandoning the traditional warn-and-terminate method for the centralized and cost-effective outreach program that is outlined here.

Taking action to contain health care costs---Part II.

Abstract: Health care is one company expenditure that can definitely be cut and controlled. Part I of this two-part study focuses on what major corporations have been doing to keep their costs down and their employees healthy--practices which will work within most existing corporate structures.

Some further implications of the Pregnancy Discrimination Act.

Abstract: A follow-up to the authors' October 1979 analysis of the Pregnancy Discrimination Act, this study details the pros and cons of the various strategies that personnel managers will have to consider in order to successfully cope with PDA.

A neglected and intelligent alternative to arbitration is finally coming of age.

Abstract: Although not a substitute for arbitration, grievance mediation can be an effective, readily available and inexpensive means of resolving some disputes. Educator/arbitrator Bowers also sees it as an unjustly neglected preventive measure and seeks here to remedy that neglect by examining mediation's role in labor relations.

A practical approach to determining training-solvable problems.

Abstract: Training is a necessity to progressive companies, but how do you decide which problems would benefit from it? The authors' model, based on current literature and consulting experience with a large organization, stresses the importance of using existing data for a more exact and cost-effective diagnosis.

A decade of rapid change: the outlook for human resources management in the '80s.

Abstract: The new decade also means a new chapter for personnel professionals. From our research, interviews and observations during the '70s come these predictions for the '80s.