The Personnel journal (Workforce)

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Other titles Workforce tools., Workforce extra., Workforce products & services directory., Workforce (Costa Mesa, Calif.), Workforce, Work force
ISSN 0031-5745
OCLC 36210566
Material type Periodical, Internet resource
Document type Journal / Magazine / Newspaper, Internet Resource

Publications in this journal

  • [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.
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    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.
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    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.
  • 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.
  • The Personnel journal 04/1989; 68(3):114, 116-8.
  • The Personnel journal 11/1988; 67(10):64-70.
  • The Personnel journal 10/1988; 67(9):70-5.
  • The Personnel journal 10/1988; 67(9):44-51.
  • The Personnel journal 08/1988; 67(7):60-7.
  • The Personnel journal 06/1988; 67(5):86, 89, 91.
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    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;
  • The Personnel journal 03/1988; 67(2):40, 42-3.
  • The Personnel journal 02/1988; 67(1):30, 33.
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    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;
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    ABSTRACT: Five trends that create specific problems for the modern corporation include the coming labor shortage, the changing composition of the work force, the merger explosion, the quest for innovation, and the emergence of the cross-cultural corporation. It is held that these trends could be solved or alleviated by adopting a formal mentoring program. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
    The Personnel journal 12/1987; 67:46-51.