The Personnel journal (Workforce )
- Impact factor0.00
- 5-year impact0.00
- Cited half-life0.00
- Immediacy index0.00
- Article influence0.00
- Other titlesWorkforce tools., Workforce extra., Workforce products & services directory., Workforce (Costa Mesa, Calif.), Workforce, Work force
- Material typePeriodical, Internet resource
- Document typeJournal / Magazine / Newspaper, Internet Resource
Publications in this journal
Article: United Hospitals makes flex fly.[Show abstract] [Hide abstract]
ABSTRACT: How can an employer convince an employee who may have to spend $20-120 a month for benefits (previously paid by the employer) that the expenditure makes sense? United Hospitals confronted the issue head-on when it began its flex benefits program. The company made flex work by involving managers in planning and developing an extensive communication program.The Personnel journal 01/1990; 68(12):40, 42-8.
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ABSTRACT: It's already possible to perform heart transplants, but who can afford the $200,000-300,000 required for the operation, follow-up and medication? Almost no one--unless we establish a national lottery and use the proceeds to pay for health care.The Personnel journal 10/1989; 68(9):26, 28.
Article: How managed care works.[Show abstract] [Hide abstract]
ABSTRACT: Managed health care usually has been described as successful if, in some way, it has caused restraint or moderation in the increases in health care spending. Using managed care effectively, however, depends on an understanding of how health care providers traditionally have been reimbursed--and how the system is changing.The Personnel journal 08/1989; 68(7):38-53.
Article: Managed health care: managed costs?[Show abstract] [Hide abstract]
ABSTRACT: With the highest health care costs per capita in the world and after nearly two decades of inexorable increases in health insurance premiums, the promise of managed care has been too much for providers to take lightly. It's not too late to define managed health care, however, or too early to begin assessing managed care accomplishments and projecting future developments and challenges.The Personnel journal 07/1989; 68(6):72-85.
Article: Shift work creates unusual problems.The Personnel journal 06/1989; 68(5):114-7.
- The Personnel journal 06/1989; 68(5):88, 91-3.
- The Personnel journal 05/1989; 68(4):46, 48-55.
Article: Health incentives help clamp costs.The Personnel journal 04/1989; 68(3):114, 116-8.
Article: Control health care costs.The Personnel journal 11/1988; 67(10):64-70.
- The Personnel journal 10/1988; 67(9):70-5.
Article: Why health care costs so much.The Personnel journal 10/1988; 67(9):44-51.
Article: Religion in the workplace.The Personnel journal 08/1988; 67(7):60-7.
Article: Shrink mental health care costs.The Personnel journal 06/1988; 67(5):86, 89, 91.
Article: EAP actions & options.[Show abstract] [Hide abstract]
ABSTRACT: Suggests that the major impact of employee assistance programs (EAPs) has been to change the view of the workplace to that of a source of help rather than a producer of problems. Models of EAPs that have developed over the past 3 decades share common characteristics such as being open to all employees on a self- or supervisor-referred basis and providing information, assessment, advice, referral, and counseling. EAP programs may follow the inhouse, out-of-house, consortium, or affiliate models. Key ingredients to ensure success include management support, professional staffing, supervisory training, employee outreach and education, and sensitivity to special populations. (PsycINFO Database Record (c) 2012 APA, all rights reserved)The Personnel journal 05/1988;
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ABSTRACT: Describes the use of interfunctional work teams (e.g., a financial resource team is responsible for advertising, strategy, packaging, and product quality of one product) as a strategic approach to maximizing human resources in a variety of settings. It is suggested that it is not gifted individuals who make peak performance possible as much as the dynamics of belief, collaboration, and support. The benefits of teams include more integration of skills; tapping of unknown member resources; more stimulation, energy, and emotional support; more sustained effort at team goals; greater member satisfaction; higher motivation; and more fun. (PsycINFO Database Record (c) 2012 APA, all rights reserved)The Personnel journal 04/1988;
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ABSTRACT: Notes that, when reviewing psychological/honesty tests, it is important to check the credentials of the vendor and the author of the test, research the author/psychologist's publication record, and ensure that the test's research is valid. 12 things to beware of when evaluating a test's relevance to an employer's hiring goals are described. It is suggested that liability can be avoided by properly screening tests before they are put into use. (PsycINFO Database Record (c) 2012 APA, all rights reserved)The Personnel journal 04/1988;
Article: Don't pay twice for health care.The Personnel journal 03/1988; 67(2):40, 42-3.
- The Personnel journal 02/1988; 67(1):30, 33.
Article: The manager within.[Show abstract] [Hide abstract]
ABSTRACT: Suggests that managers should adhere to the 4 principles of empowerment: self-mastery, integrity, executive communication, and partnership. A process paradigm is proposed, based on process steps leading from mediocrity through awareness, transformation, and commitment to mastery. A comprehensive experiential learning course is outlined, and the results of 3 studies of 11 courses conducted by the authors during 1983 and 1985 are reviewed. It is concluded that managerial excellence involves viewing all events and circumstances as opportunities to experience peak performance. To grow from the experience and master all situations, managers must be willing to accept feedback about themselves as valid and use it to expand their self-awareness and strengthen their relationships with coworkers. (PsycINFO Database Record (c) 2012 APA, all rights reserved)The Personnel journal 01/1988;
Article: Why job descriptions don't work.[Show abstract] [Hide abstract]
ABSTRACT: Describes ways in which the job description can be enhanced to provide an accurate and comprehensive picture of the work design (e.g., different types of administrative linkages of a job position should be spelled out to make clear how the position fits in the administrative system). (0 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)The Personnel journal 12/1987;
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