...Figure 1 | World Population: 1950 to 2050 | | | | | | | Figure 2 | World Population Growth Rate: 1950-2050 | | | | | Figure 3 | World Birth Rate from year 1970 to 2010 | | | | | Figure 4 | World Fertility Rate from Year 1970 to 2010 | | | | | Figure 5 | World Life Expectancy | | | | | | | List of Figures The relationships between employers and employees had changed to a point where employers seem to be more concern and rely on employees. This happened because the employers are worried about not getting enough workforces in the future. The projection of world population for the next few decades will continue to increase. But the problem is the proportion of elderly had increased more than new births. Trend in World Population According to the U.S. Census Department (2011a), the world population is increased from 2.5billions of people at year 1950 to 6billions of people at year 2000 and the figure is projected to increase to more than 9billions of people by year 2050. Indeed, the figure is increasing but the question is how much it had expanded and how much will it expands in the future. Figure 1 However, the world population growth rate is declining in general. Figure 2 demonstrated the world population growth rate. Generally, the world population growth rate had undergone inconsistent from year 1950 to 1990. The growth rate was declining from 1.5% at year 1990 to 1% at year 2010 and it is projected to continue decline to 0.5% by year...
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...MarketingMarshall University Marshall Digital Scholar Management Faculty Research Management, Marketing and MIS 1-1-2001 Employee Relations Ethics and the Changing Nature of the American Workforce Chong W. Kim Marshall University, kim@marshall.edu Dennis Emmett Marshall University, demmett@marshall.edu Andrew Sikula Sr. Marshall University, sikula@marshall.edu Follow this and additional works at: http://mds.marshall.edu/mgmt_faculty Part of the Business Law, Public Responsibility, and Ethics Commons, and the Labor Relations Commons Recommended Citation Kim, C.W., Emmett, D., & Sikula, A., Sr. (2001). Employee relations ethics and the changing nature of the American workforce. Ethics & Behavior, 11 (1), 23-38. This Article is brought to you for free and open access by the Management, Marketing and MIS at Marshall Digital Scholar. It has been accepted for inclusion in Management Faculty Research by an authorized administrator of Marshall Digital Scholar. For more information, please contact zhangj@marshall.edu. clash between entrepreneurship and stewardship or capitalism and spiritualism remains. The war between economics a~d ethics continues, using newer concepts as surrogates for past phrases (Rice, 1994). However, whether explained by global competition, continuous improvement, reengineering, telecommunications, virtual employees, pay-for-performance, management by objectives, management by results, Total Quality Management, or value added situations...
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...The Time for Employee Recognition and Rewards Programs Is Now Thesis: Employee Recognition and Rewards Programs Can Generate Significant Revenue and Profits Introduction In today’s economy, many companies are dealing with a workforce that has been – or very soon will be – reduced to core essentials. The competitive marketplace, on the other hand, cannot be put on hold until the economy improves. Attracting and retaining the very best talent is a key element to stability at any time, but it is especially so during a recession. Successful companies know that they must have the entire team fully engaged in the success of “their” company during challenging times. This is important to success not only during the recovery, but also well beyond. A lack of engagement, according to recent research, can lead to an overall reduction of 10 percent in our GNP, not to mention its effects on the corporate bottom line. Creating a climate of appreciation, where efforts are recognized and potentially rewarded, can go a long way toward strengthening the process of engagement and improving the outlook for the company as a whole. Further complicating the recession economy is the shrinking talent pool. As baby boomers retire (or hope to soon), so-called baby busters and millennials are taking over leadership roles throughout corporate America. A shortage of talented workers worldwide is inevitable in the coming years. Global recruitment will see an increase in diversity – in age, experience, language...
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...When people argue for free college, they typically argue for it from a care perspective for the students. However, another way it could also be argued from the group loyalty perspective for the strength of the economy and workforce. Pro-Free College Argument 1: Students today struggle with the astronomical cost of college. The staggering costs may prevent low-income students in particular from attending college and improving their lives. If they do attend college, they are often saddled with unmanageable amounts of student loan debt that they will struggle to repay for years after graduation. The weight of student loans repayments is preventing young adults at the most critical time of their lives from being able to afford a home or even...
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...February 5, 2015 Avis Ku 20 Victoria Street, 6th Floor Toronto, ON M5C 2N8 aviskmk@cbcf.org Abby Chiu Junior Project Assistant Canadian Breast Cancer Foundation 62 Robin Street, Apt. 3B, Toronto, ON M4D 2P3 Dear Abby Chiu, This letter is to confirm our discussion today that your employment with Canadian Breast Cancer Foundation will be terminated effectively as of Monday, February 8, 2015. As you know, our organization has been experiencing the decrease of public funding and donations over the past two years. Due to the various budget-cutting measures, we can no longer keep you as Junior Project Assistant in our organization. We regret doing this terribly, but we have no other option. Over the next three months, we will start eliminating our workforce from 20 employees to 15 employees. We deeply appreciate the loyalty of our employees. However, we believe that loyalty is a two way street. Therefore, we have decided to retain our workforce with the greatest amount of seniority and experience. Although you have only worked here for six months, you are a very talented project assistant with your efficient work performance. I feel confident that you will find another suitable position in the near future. Within this week, a representative from Human Resources Department will contact you for a meeting. During this meeting, you will discuss further employment opportunities and learn about your separation benefits. Also, an outplacement firm will provide you counseling and assistance...
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...The human resource department has become one of the most important areas of today’s corporations. Gone are the simple personnel departments that many companies used in the past. Today’s human resource managers are often responsible for recruiting, hiring, and training new employees for an organization, making it the true nerve center of a company. They are also tasked with maintaining performance evaluations, as well as providing job growth potential for employees. Today’s workforce is more diverse than ever before, too. Most major corporations have people from many different cultures included in their workforce. There is also an aging workforce, especially with the baby boomer generation nearing retirement age. Helping to balance the differences must be a challenge to a human resource manager. They have to find common ground among the different generations. Each generation has different needs and wants when it comes to employment. Human resource managers have to find the best way to communicate to all of them, and also find the best way to ensure they all get the training required and needed evaluations to move forward in their different careers. We have Millennials working alongside Gen Xers and Baby Boomers. There is a distinct difference in work habits and expectations between the generations, too. Boomers are a very loyal generation, and are more likely to stay in a job for a much longer period of time, where Millennials and Gen Xers stay a much shorter time...
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...Developmental organizations embrace performance management processes that enable employees to become their greatest asset. When managers function as performance coaches, they become trainers, confronters, mentors, and counselors, providing positive feedback and reinforcement to improve skills and competencies that ultimately enhance overall employee performance. Performance management functions as an integral part of a comprehensive development strategy, although too few organizations subscribe to this philosophy (Gilley & Maycunich 2000). . Hence, the business world overflows with mediocre, stagnant, or failing organizations that stubbornly or ignorantly overlook their employees' potential. We believe that well-designed and well-executed performance management provides an excellent vehicle for promoting continuous employee and organizational growth and development (Gilley & Maycunich 2000). Developmental leaders rely on performance-oriented principles to help their organizations achieve the business results needed and to improve employee performance and productivity through continuous growth and development. These three principles performance partnership, organizational performance improvement, and effective communication provide a foundation for excellence by allowing leaders to communicate their expectations in a clear, motivating, and inspirational manner. Developmental leaders possess effective communication skills that enhance their ability to deliver performance...
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...Module #1 Synthesis essay #1 – Loyalty in the Workplace There was a time in America where you could reasonably assume that if you were a show up every day and not rock the boat kind of employee, you could have a long, healthy career working for only one company. At the beginning part or the 20th century, with the obvious exceptions of the great wars and the great depression, it was unusual for a working adult in this country to have more than a few entries on their resume. Part of this is due to according to The Center for Disease Control in the “CIA World Fact Book, 2008” in 1900 the average lifespan was 47 years vs. 77 years today. People were very proud of their jobs and extremely loyal to there employers. The trades even more so that other types of employment stemming from traditions of indentured apprenticeships that had their roots in Europe. Today according to The Bureau of Labor Statistics “ Employee Tenure Summary” the average time an employee stays with a company is 4.6 years. In her article “Job Hopping is the “New Normal” for Millennials” Jeanine Meister estimates workers born between 1977 and 1997 will have between 15 and 20 jobs over the course of their career. Employers have become a disposable commodity to the Workforce. As evidenced by the WorkspanTV Organizational Culture Video, organizations are increasingly aware of this dilemma and trying to combat the current trend through indoctrination into a prefabricated value system. Total immersion in a micro...
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...to mom sitting in the kitchen with cookies and milk, children were shuffled off to daycare facilities or baby sitters. Others called “latchkey” children, came home to an empty house with instructions to get their homework done, never answer the door, and wait until “mom and dad” came home. These individuals are independent, resourceful, and extremely clever with technology. As they enter the workforce the need to be extremely self-sufficient is a key to success and job fulfillment. The downturn of the current economy combined with corporate buyouts and layoffs, Generation X and Y find themselves working alongside an aging workforce with the belief that corporations do not value their contributions and hard work. This concept makes it difficult for these individuals to attain projected financial goals and be successful. Seeking to retire at an early age to enjoy life, Generation X and Y are optimistic of the future and thrive to find balance in their professional and personal lives. Expectations and Influences The expectations and influences of Generation X and Y impact the workforce differently in many ways because of life experiences and backgrounds. Generation X, born between 1965 and 1980 grew up in the shadows of the boomer generation. Generation Y, born between 1981 and 2000 were raised by parents who wanted more for their children. Parents of both generations wanted to see their children go to college and attain careers they could enjoy rather than enduring the same...
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...definition lies in the fact that employee engagement does not have the same meaning for everyone (Blessing White, 2011). The goal of this paper is to provide a general discussion of its definition, history, current state, future trends, and close the discussion with a conclusion. Employee Engagement: Definition Generally speaking, employee engagement is the concept of an employee that is fully invested emotionally, intellectually, and socially into their work, company, and colleagues (Markos & Sridevi, 2010). “Engagement is about passion and commitment-the willingness to invest oneself and expand one’s discretionary effort to help the employer succeed, which is beyond simple satisfaction with the employment arrangement or basic loyalty to the employer (Markos & Sridevi, 2010, p. 90).” Employee engagement is something that is felt more than something that is done however, there are many measures that can be taken to improve...
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...Running head: GENERATIONS IN THE WORKFORCE 1 Generations in the Workforce John Johnson and Jack Smith Liberty University GENERATIONS IN THE WORKFORCE Abstract Single paragraph, double-spaced, not indented, and between 150 and 250 words. Keywords: employee attitudes, personnel management, age factors 2 GENERATIONS IN THE WORKFORCE Generations in the Workforce 3 Researchers have tried to categorize employees into contemporary work cohorts based on the eras in which they started working (Robbins & Judge, 2009, p. 119). Robbins and Judge (2009) observed that since the average age to enter the workforce is between 18 and 23, the cohorts are loosely based on the chronological age of their demographic and ostensibly reflect the dominant values and job attitudes of their representative generations (p.119). This paper is a systematic discussion of three topics related to contemporary work cohorts: (a) the reality and specifics of the management issues associated with having a multigenerational employee base, (b) the profiles of each of the four generations that compose the workforce today, and (c) advice for company leadership on turning the diverse perspectives of a cross-generational workforce from challenge into advantage. The Significance of the Generational Gap at the Workplace The fact that the phrase “generational gap” is part of everyday vocabulary, suggest that the phrase denotes something real, which makes the theory appear prima facie true. Furthermore...
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...paper aims to outline the aspects of the psychological contract that need to be considered in todays demanding work place. It shows how the contract affects the individual, the managers and the organization. The paper further discusses the advantages of recognizing the changing psychological contract and how an organization could form contracts that are beneficial to both the employee and the employer. Introduction Psychological contract, the unwritten agreement between an employer and employee, is changing in the post job security economic environment. With the popularity of contractual, short term employment within organizations, employees are now seeking to create a psychological contact which is more about self-actualization. This change in the psychological contract has implications on organizations that seek to have a work force that is motivated and committed towards the organizations goals. What is The Psychological Contract? The psychological contract according to recent definitions is an individual's beliefs concerning the obligations that exists between the employee and the organization (Lester, Turnley et. al., 2002) . The contract is composed of an individual's perceptions about what they expect the organization to provide (competitive wages, advancement opportunities, job security) in return for what they provide the organization (a fair day's work, loyalty) (Lester, Turnley et. al., 2002). Unlike formal employee-employer contracts, the psychological...
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...| | The benefits of having a diverse workforce Diversity is more than just a buzz-word. In today's workplace, it can hold the key to fostering new ways of thinking, reaching out to a wider range of customers and growing your business. Our workforce and working patterns are changing. Our working population is getting older, and increasing numbers of women and people from different cultural and ethnic backgrounds are entering the workforce. Valuing diversity is becoming increasingly important for businesses. Publisher Malcolm Forbes once said that 'diversity is the art of thinking independently together.' Organisations can't thrive and grow if everyone in them thinks and behaves the same way. Having a diverse workforce with people from different racial, educational and social backgrounds and a diverse age range opens up a wealth of possibilities and helps to encourage creativity and foster innovation. There's also a clear competitive advantage to be gained from employing a diverse workforce. An organisation with a diverse range of employees is well placed to understand the needs of a wide range of customers, and can interact with a broad client base. Not only that, but it is also in a good position to recruit and retain staff in an increasingly diverse and competitive labour market. Embedding diversity of thought throughout an organisation also means that talent can be properly recognised and nurtured - wherever it may be. The best starting point for any organisation...
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...Strayer University 11 They Can Do It! You Can Help! Home Depot Victoria James-Smith Talent Management-HRM532 Dr. Cecile Massé, PhD They Can Do It! You Can Help! A Look At Talent Practices At The Home Depot Abstract In today's global economy, companies must continually invest in talent management of its personnel. In the role of being a business partner, HR leaders must work closely with management to attract, hire, develop and retain talent. Yet the shortage of skills today presents various issues and challenges both socio-economic and cultural as talent crosses borders and its prospects are fewer. Thus, in view of the workforce changes with issues such as shifting demographics, global supply chains, the aging workforce and increasing global mobility, organization culture must shift to become forward-looking organizations. That is organizations which must rethink their approach to talent management to best attract talent. By doing so, this will result in organizations being positively positioned to succeed in a highly competitive marketplace. In addition, organizational culture, employee engagement and leadership development have a significant impact on talent retention. Taking these factors into consideration, what will develop will be an integrated approach to talent management which offers a pathway toward sustaining achievable, outstanding business results. Competitive Advantage Home Depot realized that in order to have and to maintain a competitive advantage...
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...1. What is training? Training refers to a planned effort by a company to facilitate employees` learning of job related competencies. These competencies include knowledge, skills or behavior that are critical for job performance. The goal of training is for employees to master the knowledge, skills, and behaviors emphasized in training programs and to apply them to their day to day activities. Training is the formal and systematic modification of behavior through learning occurs as a result of education, instruction, development and planned experience. 2. What are the organizational vision, mission, and strategic goals? 2.1 Vision Aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. It is intended to serves as a clear guide for choosing current and future courses of action. See also mission statement. 2.2Mission A mission statement is a formal, short, written statement of the purpose of a company or organization. The mission statement should guide the actions of the organization, spell out its overall goal, provide a sense of direction, and guide decision-making. It provides "the framework or context within which the company's strategies are formulated. The vision and the mission are powerful statements that help drive an organization forward. They are often confused with one another, and some organizations even use them interchangeably. In simplest terms, the mission is why you exist, and vision is what...
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