Abstract
This paper addresses the increasing difficulty that non-profits have in finding quality employees to staff their programs, regardless of their area of work. It explains that the primary reasons are the lack of adequate compensation compared to other positions and the lack of growth opportunities for employees. In this context, nonprofits are facing severe staffing shortages that hurt not only their ability to carry out their organizational mission, but their long-term survival. The paper then proceeds by presenting a solution to the problem.

From the Paper
"Managers of nonprofits face increasing difficulty in finding quality employees to staff their programs, regardless of their area of work. There are many explanations for this, but the primary reasons given are the lack of adequate compensation compared to government and private sector positions and the lack of growth opportunities for upcoming employees (Pallotta, 2009). In this context, nonprofits are facing severe staffing shortages that hurt not only their ability to carry out their organizational mission, but their long term survival.
"This issue has long term consequences not just for the organizations, but for society as a whole. As governments have cut back budget allocations for social programs, nonprofits have filled the gap (Kramer & Kania, 2006). This has led to an explosion in the number of nonprofits, but very little change in leadership (Tierney, 2006)."

Tags:organizations, non profit, employees, recruiting

Abstract
The paper discusses how by providing comprehensive benefit packages, employers can create a superb work atmosphere increasing production and reducing employee turnover rate. The paper explains that employers will recoup the high cost of such benefits because employees will be healthier, taking less sick days off; the turnover rate will be lower due to increased job satisfaction; productivity rates will increase; and in the end, company revenues will be larger.

From the Paper
"Superior benefits and services for employees creates higher retention and satisfaction rates in the workplace. By providing such comprehensive benefit packages, employees can create a superb work atmosphere increasing production and reducing employee turnover rate. These benefits may include comprehensive health care plans; generous family leave and/or parental leave packages for new parents; flexible..."

Tags:benefits, employees, superior

Abstract
This paper analyzes the issues surrounding an employer's decision to hire regular rather than temporary employees. It discusses policy issues involving regular employees and temporary employees such as benefits, compensation, discharge, discipline, and overtime pay. The paper concludes with suggestions for eliminating or reducing the stark contrasts between regular employees and temporary employees.

From the Paper
"Overtime pay is another area where there is a divergence between regular employees and temporary employees. As mentioned above, regular employees are generally salaried, i.e., they work a set number of hours and receive a fixed income each month. Temporary employees are generally paid hourly and their hours of employment may vary, resulting in a variable income each month. In terms of overtime pay, regular employees who are salaried do not receive overtime pay regardless of how many hours per week they work. Regular employees who are not salaried, like temporary employees, receive overtime pay (time and one-half) for each hour over 8 hours per day and for each hour over 40 hours per week."

Tags:insurance, compensation, work, environment, job, security

Abstract
The paper describes the characteristics of unprofessional employees and looks at how an unprofessional employee manages to join the company. The paper discusses how an employee's unprofessionalism can result from the company itself or other employees. The paper looks at the role of the manager and maintains that he/she should help employees fix their problems instead of simply firing them. The paper notes the benefits for companies who regularly assess employees' performance and conduct a thorough screening process prior to hiring.

Outline:
Introduction
Identify the problem
Resolution
Summary and Conclusions

From the Paper
"Unprofessional employees are not necessarily the ones that have insufficient qualifications for the job. They also include employees that are impolite, rude, refuse to follow instructions, miss critical details, and lack follow-up. Some of them are slovenly or dress inappropriately. Their overall demeanor shows that they are uninterested in the work that they are doing and are not troubled about their performance. Unprofessional employees generally perform poorly and often ruin the company image. Their working behaviors can give the companies many serious consequences which affect profit margins, productivity, other employees and the future of the businesses."

Tags:performance, assessment, screening, process

Abstract
This paper examines and discusses several articles on strategies for retaining good employees. The paper concludes, after review the articles, that motivation more than money is the best strategy for retaining employees. The paper lists what factors in a job employees find most motivating and then suggests specific strategies for managers to implement that can help them hold on to their good employees.

From the Paper
"In the movie "Jerry Maguire" the line everybody soon yelled was "Show me the money!" But, the fact of the matter is that many employees, even those working at minimum wage, don't consider money the first and only means to be motivated. In a recent article dealing with problems of employee retention it was argued that merely paying them more may not be a solution. "By employing a full range of the following management levers, companies can solve their retention problems in a cost-effective way. 1. Opportunity for advancement. 2. Empowerment. 3. Challenging and interesting work. 4. Job security. 5. Respectful treatment and 6. Employer recognition." (Weiss, p. 1). Retaining good employees means motivating them."

Tags:rewards, costly, value, people, competitive, environment, productive, loyal, shared, vision

Abstract
This paper shows that, while employers have some very valid reasons for checking into the backgrounds and private lives of employees, there is a point where employers just get nosy. It is these kinds of inquisitions that most people object to. This paper hypothesizes that most employees or prospective employees will not object to having basic information about them checked out, but employers that actively spy on their employees during their off hours go too far.

From the Paper
"It was with this concern in mind that many employers began to take more of an interest in their employees' private lives. It was not so much an interest in them as people, but rather an interest in whether they were going to cause problems for the company at some later date because they had some habit or hang-up that many people would find morally objectionable. The interest in what employees did during their time away from the company became a subject of concern simply because employers became worried about getting into problems by being associated with a certain kind of person."

Tags:spy, privacy

Abstract
The paper discusses why employees should consider recruitment as a continuing process and that, even during economic doldrums, a peak performer can bring new accounts with them or they could have an idea that will spark new business. It shows that employers must also make sure that they know how to keep existing employees happy. Employees are the cornerstone to good business. This paper outlines methods for recruiting some of the best employees and methods for keeping good workers satisfied.

From the Paper
"Young and creative employees want to see a tangible return on their investment in a company. Employment opportunities are viewed as short-term. Good employees are often on the look-out for new opportunities. Employees may feel as if they have a greater stake in the company if their value is raised and would want to stay at a company that provides learning opportunities and training. They are more likely to stay with a company, sometimes even with less money, if a company takes the time to improve the employee's skills."

Tags:work, environments, advertisements, interview, communication, compensation

Abstract
This paper discusses harassment in the workplace including sexual harassment and a hostile work environment. Additionally, the paper examines Bona Fide Occupational Qualifications (BFOQ) which are job specifications that anti-discrimination laws do not apply to. The paper concludes by giving examples of these.

From the Paper
"According to Dana Shilling in her book 'The Complete Guide to Human Resources and the Law' one of the most common forms of harassment in the workplace involves sexual harassment. There may actually be several different sources of conduct that constitute sexual harassment including the actions of supervisors, coworkers and unrelated third,parties including customer and vendors. The degree of responsibility that an employer has to an employee depends to a large extent on the source of the unlawful and harassing conduct. Under federal law..."

Tags:civil rights, harassment, employee, employer, supervisor, quid pro quo, dress code, BROQ, disability, reasonable accomodation, Title VII, ADA, ADEA, Equal pay act

Abstract
The paper analyzes "The American with Disabilities Act" (ADA), the "Age Discrimination in Employment Act" (ADEA), and the "Family and Medical Leave Act" (FMLA), which are all-important pieces of legislation that have affected US federal, state and local businesses. The paper explains what each act deals with and handles and that each of these pieces of legislation have one thing in common, the anti-discrimination against American employees, both domestically and internationally. This paper explores each piece of legislation and determines their importance to American business as well as state, local and federal government employees.

Outline:
Introduction
The Americans with Disability Act (ADA)
ADA Defined
Description
History
Positive and Negative Issues
Importance
ADA Case Law
Age Discrimination in Employment Act (ADEA)
Definition
Description
History
BFOQ (Bona Fide Occupational Qualifier Clause)Issues (Positive or Negative)
ADEA Case Law
Family Medical Leave Act (FMLA)
Definition
Description
History
Positive/Negative Issues
FMLA Case Law
Conclusion

From the Paper
"A 'covered entity' can refer to any employment agency, labor organization or joint labor-management committee, employing 15 or more workers. When an entity discriminates against its workers, they do a great disservice against its workers; they do a great disservice against themselves as a whole. Entities that discriminate might "limit or classify a job applicant or employee in an adverse way". They might even "deny employment opportunities to those who truly qualify (yet are disabled)". Entities might also discriminate by "not making reasonable accommodations to the known physical or mental limitations of disabled employees with disabilities" or not advancing these same employees with disabilities."

Tags:equal, opportunity, reprisal, pre-employment, protectedare, discriminated

Abstract
This paper describes the Federal Anti-Kickback Law, (42 U.S.C.S. 1320a-7b(b)), which prohibits a person from paying or seeking payment in exchange for referred business that will be reimbursed by a federal health care program, including Medicaid. These violations are a felony and can have severe consequences. However, the law does have several safe harbors. Nonetheless, because the law has been narrowly interpreted in the courts, the writer believes that the proposed arrangement in this joint venture agreement with another medical group appears to possibly violate the Federal Anti-Kickback Law.

From the Paper
"The Office of Inspector General (OIG) of the U.S. Department of Health is in charge of enforcing the Federal Anti-Kickback Law. The OIG has developed regulations to help ensure compliance with the Law, but is also aware that many contemplated arrangements may not fall within the safe harbors, but still would not violate the Law. Therefore, the OIG will provide advisory opinions about specific proposed business arrangements."

Tags:intent, bona fide employees, safe harbor, referred business, fraud alerts