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Researching and Protecting Prospective Employees, 2006.
This paper explores an employee's right to privacy in the workplace and contains a detailed action plan for researching potential employees.
2,705 words (approx. 10.8 pages), 13 sources, APA, $ 81.95
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Abstract
This focus of this paper is to determine which employer actions are in violation of federal rules on access and use of personal data. This paper discusses which policies and procedures should be developed for protecting and maintaining the confidentiality of personal records and related employee information. This paper contains a detailed action plan for researching and gathering pertinent information on prospective employees while also protecting the potential employee's right to privacy. This writer of this paper also probes state and federal laws on employee privacy and the unlawful practices of file tampering and discrimination in the workplace.
Topics covered in this report include:
Introduction
Attitudes on Privacy
Research Instruments
Structured Interview
Unstructured Interviews
Action Plan
Conclusion
References
From the Paper
"The researcher's opinion is kept out of this kind of research because he won't be able to influence the participant, thus making the survey a good method of research. Finally, surveys are not invasive to the participants, as most surveys will arrive through the mail or even distributed for some to take home. In order to determine who needs to be trained, researchers could analyze the data from the survey of those who show that they access and use data intentionally. Also, it would be wise to provide training to those who unintentionally access data. A follow up questionnaire can also be used after any training sessions to see if employees are satisfied with the training they received."
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Evaluation of Prospective Employees, 2003.
Discusses different instruments used to choose one.
1,125 words (approx. 4.5 pages), 1 source, $ 39.95
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Abstract
Considers the employee resume, a cognitive abilities test, a job-knowledge test, a structured interview, and questioning regarding important values and interests of individuals applying for the job.
From the Paper
"A number of different instruments are used in evaluating finalists for a position as Human Resources Director. These include a resume, a cognitive abilities test, a job-knowledge test, a structured interview, and a pair of..."
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Protecting Employee Health, 2004.
An analysis of the importance of protecting employee health in the health care industry.
777 words (approx. 3.1 pages), 1 source, MLA, $ 27.95
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Abstract
This paper examines how the human resources department of an organization can help protect employee health and prevent employee accidents in the health care industry. The paper discusses the necessity of the implementation of a wellness program. The paper also contends that preventative medicine and regular employee check-ups will eventually reduce the health care costs of an organization.
From the Paper
"One 'solution' to the proposed cost increases is not to provide health care, particularly for part-time employees-for instance, as a consequence, there were at least 5 million fewer jobs providing health insurance in 2004 than in 2001. However, within the health care industry itself is hardly a viable 'solution,' given the on-the-job threats faced by many workers, such as violence in large, public hospitals, the threat of infection and the greater exposure of health care workers to even mild ailments. Also, there is often a more vocal demand for better health care within industry workers, given health care worker's greater knowledge of the need for regular health-related screenings and tests."
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Regular Employees vs. Temporary Employees, 2002.
An analysis and examination of the multitude of issues concerning the hiring of regular employees rather than temporary employees.
660 words (approx. 2.6 pages), 3 sources, MLA, $ 23.95
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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."
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Employees? Private Lives and Employers? Rights, 2004.
A discussion about whether employers should have the right to look into their employees? private lives.
2,014 words (approx. 8.1 pages), 4 sources, MLA, $ 63.95
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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."
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Strategies to Retain Good Employees, 2006.
An essay discussing what employees can do to minimize employee turnover rates.
1,223 words (approx. 4.9 pages), 9 sources, MLA, $ 41.95
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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."
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The Importance of Satisfied Employees, 2001.
An examination of the link between satisfied employees and employee motivation.
2,111 words (approx. 8.4 pages), 7 sources, MLA, $ 66.95
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Abstract
This paper looks at the correlation between job satisfaction and motivation. Job satisfaction may mean many different things to different workers, but is described as a self-defined positive attitude toward a person?s job. It discusses how an employee who has a high level of job satisfaction will receive benefits in the way of improved physical and/or emotional health.
From the Paper
"Just as a satisfied employee will add to the bottom line, a dissatisfied employee will take value from the company. A dissatisfied employee is more likely to call off work, causing costly time lost. They may suffer from medical conditions related to stress, which could affect overall medical costs and performance. They often do great harm to company morale and run the risk of destroying group cohesiveness. This kind of disgruntled employee may spread this attitude to other employees, which can severely affect the entire organization?s productivity. In many cases, an angry employee may even seek retaliation by destroying company property or stealing to get even. In rare cases, disgruntled employees have been known to resort to violence."
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Recruiting and Retaining Employees, 2002.
A paper which provides methods on recruiting top employees and retaining their services.
2,585 words (approx. 10.3 pages), 5 sources, MLA, $ 78.95
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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."
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Surveillance of Employees in the Workplace, 2004.
A discussion on whether the employer has the right to monitor employees in the workplace.
9,656 words (approx. 38.6 pages), 8 sources, APA, $ 197.95
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Abstract
The paper discusses the rights of employers' to monitor employees at work by intercepting emails and phone calls. It further considers the problems associated with such monitoring.
Outline
Introduction
Monitoring - Species of What?
Monitoring - Why?
Surveillance of Email and Internet
Telecommunications and CCTV Monitoring
Data Protection
Employee Surveillance and ECHR and Human Rights Act Defamation
Employee Monitoring - Private Rights and Public Policy
Conclusion
From the Paper
"Over the last few years, software packages have made electronic performance monitoring possible ; employers are able to use more sophisticated techniques to monitor their subordinate employees. Commonly used is the "telephone tap". Numerous recorded messages inform us that our calls may be "monitored and or recorded". Often to safeguard employees and also to protect the employers own interests as well as clients' but also for training purposes. However, many employers have ulterior motives behind their ability to monitor and record calls."
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Conflict with Employees, 2005.
Uses a personal case study to show how conflict between employees is hard to handle as a manager.
774 words (approx. 3.1 pages), 3 sources, APA, $ 27.95
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Abstract
This paper examines how an incident involving conflicting employees was dealt with by a manager. The paper shows that two things must be kept in mind when dealing with employees who are not getting along. The first point is to recognize the symptoms of problems very early. The second critical element is how to deal with the problem once it is recognized. Unresolved problems between employees will affect the entire workplace. Employee conflicts never get better unattended, only worse.
From the Paper
"The good aspect about this recent situation was that Ms. X showed her true colors in a public forum. Others now had a glimpse of her resentful thoughts. Staff members now have a suspicious prospective of ethics which is not good for teamwork. Another positive note is that I showed good judgment by not responding to the insult or threat made at the time by Ms X. I knew that making a comment back would make me look just as bad as she did standing in front of the department."
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Empowerment of Employees, 2007.
This paper discusses the empowerment of employees and explores methods in which this may be carried out.
2,588 words (approx. 10.4 pages), 7 sources, MLA, $ 78.95
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Abstract
In this article, the writer notes that a critical aspect of business today is the need to empower employees, thereby creating a healthier business from within filled with capable and self-relying team members.
The writer points out that in order to stay competitive with today's changing business world, many companies have decided to transition from an authoritarianism structure to an empowerment structure. The writer then studies methods in which it is possible to empower employees and looks at why these methods are critical for company growth and employee development. The writer concludes that the traditional idea of centralized management is fading; thus, with innovation, a decentralized leadership scheme is more likely to be practiced in today's modern businesses.
Outline:
Introduction
Problem Statement
Methodology
What is Empowerment and Where Did this Theory Originate?
How Can Companies Empower Employees and What Methods are Currently Being Used?
What is the Manager's Role in the Structure of Empowerment and How Empowerment Contributes to the Success of a Business?
Concluding Thoughts and Recommendations:
From the Paper
"This changing trend is where the concept of empowerment emerged."
"Empowerment is defined by the delegation of autonomy to employees and allowing them to have the responsibility and authority of completing the task at hand. This theory does not indicate an employee's total control over production, but it does provide them with the autonomy to make certain needed decisions. They are able to offer individual ideas and work more collectively in the planning process. Empowerment has moved beyond the principle of delegation, instead it redistributes power and decision making. This theory moves past the controls that once existed and instead allows responsibility and accountability."
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The Prospective Payment System, 2004.
This paper examines the prospective payment system and its impact on the nursing home industry.
2,755 words (approx. 11.0 pages), 20 sources, MLA, $ 82.95
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Abstract
This paper explains that the prospective payment system has been used to offset the cost of care and to alleviate the complications faced by those who enter the nursing homes. The author points out that the prospective payment system has undergone criticism and scrutiny since its inception, but is still considered the most viable plan for the financial responsibility of those entering nursing homes. The paper states that the foundational objective of the prospective payment system is to reduce the rates of increase when it comes to Medicare inpatient payments.
From the Paper
"The Prospective Payment System has changed the way the practice admissions in 70 percent of the nursing homes across the nation. According to nursing home administrators the patient?s medical history is scrutinized at a much more close range than they were before the implementation of the Prospective Payment System. ?Most administrators state that they scrutinize patients? medical status to a greater extent than they did prior to the implementation of the prospective payment system. Medical condition has become more important in nursing home admissions decisions. Seventy-four percent of nursing home administrators report that a patient?s medical condition has become a more important factor in admissions decisions under the new reimbursement system.""
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Training and Development of Employees, 2004.
A discussion of the importance of training employees and a question about who should have the responsibility for the training and development of these individuals.
2,895 words (approx. 11.6 pages), 3 sources, MLA, $ 85.95
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Abstract
This paper examines who should take responsibility for retraining employees in specific fields. It explains that the first option is for the state to have this responsibility, the second is for employers to have this responsibility, and the third is for employees to have this responsibility. Each of these options has reasons both for and against. These three options are discussed in turn, with reference to both the reasons for and against. Following this discussion, the information is combined to reach a conclusion on who should have responsibility for the training and development of employees.
From the Paper
"The training and development of employees is necessary for the operation of the State because individuals provide all the goods and services the State requires via work activities. For example, doctors and nurses provide health care services, plumbers and carpenters provide home-building services, and teachers and professors provide educational services. Workers also provide goods via work activities. For example, factory workers manufacture goods, engineers design and allow for structures such as roads and bridges to be created, and a range of professionals are involved in the development and production of all kinds of consumer products from clothing to cars to toothbrushes."
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Drug Testing of Employees, 2006.
An argument against drug testing of employees except for the most narrow of circumstances.
900 words (approx. 3.6 pages), 2 sources, $ 35.95
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Abstract
The debate over the drug testing of employees presents us with competing rights - the right of the employee to privacy vs. the right of the employer to test employees for drug use - that shape our determination of the ethics involved in such cases. This essay argues the thesis that drug testing is ethically justifiable only in the most narrow of conditions, and then only in certain occupations.
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Different Organizational Attitudes and Behaviors of Employees and Employer, 2001.
This paper looks at employee attitudes and their influence on performance, focusing specifically on physical labor jobs.
1,500 words (approx. 6.0 pages), 7 sources, $ 49.95
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Abstract
The following paper discusses the attitudes and strategies that should be used to get the best results from employees, what it takes to keep employees motivated, the attitude of the boss and different attitudes of employees and how it affects their job. All of the latter are discussed with reference to research studies of selected companies and their organizational patterns of behaviour.
From the paper:
"It is well known by Human Resources Personnel and Managers that positive employee attitudes create positive actions toward organizational goals. Employee attitude is increasingly cited in surveys as the number one performance-related issue of companies, both large and small. As attitudes deteriorate, so do commitment, loyalty and, most importantly, performance. In this research paper we are particularly looking at physical labor jobs such as landscaping, construction, farm workers and other environments which do not take place in an office settings."
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