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Creepy analytics : avoid crossing the line and establish ethical HR analytics for smarter workforce decisions
Discover how to develop and implement an HR analytics system that benefits employees, as well as your organization The potential of HR analytics is a major discussion among scholars, practitioners, thought leaders, and technology vendors, with companies like Amazon, Apple, Google, and Meta digging deeply into HR research and analytics practices that extend beyond simple metrics, scorecards, and reporting. Additionally, ethical questions have begun to arise about the potential abuses of HR analytics with respect to technological advancements and the \"datafication\" of personal--and often trivial--characteristics, preferences, and behaviors that have little relevance to job performance. As a former chief human resources officer, head of Global HR Research and Analytics at a Fortune 100, and thought leader on this subject, Salvatore Falletta has witnessed first-hand the emergence of \"creepy analytics\" as a hot-button issue. In this one-of-a-kind guide, Falletta delivers a proven step-by-step process for establishing HR analytics capabilities that serve employees and organizations alike. You'll learn how to rethink and redefine HR analytics, determine stakeholder requirements, gather and transform data, communicate intelligence results, and establish an ethical ecosystem to ensure HR analytics remains a force for good.
Book
Science faculty’s subtle gender biases favor male students
Despite efforts to recruit and retain more women, a stark gender disparity persists within academic science. Abundant research has demonstrated gender bias in many demographic groups, but has yet to experimentally investigate whether science faculty exhibit a bias against female students that could contribute to the gender disparity in academic science. In a randomized double-blind study (n = 127), science faculty from research-intensive universities rated the application materials of a student—who was randomly assigned either a male or female name—for a laboratory manager position. Faculty participants rated the male applicant as significantly more competent and hireable than the (identical) female applicant. These participants also selected a higher starting salary and offered more career mentoring to the male applicant. The gender of the faculty participants did not affect responses, such that female and male faculty were equally likely to exhibit bias against the female student. Mediation analyses indicated that the female student was less likely to be hired because she was viewed as less competent. We also assessed faculty participants’ preexisting subtle bias against women using a standard instrument and found that preexisting subtle bias against women played a moderating role, such that subtle bias against women was associated with less support for the female student, but was unrelated to reactions to the male student. These results suggest that interventions addressing faculty gender bias might advance the goal of increasing the participation of women in science.
Journal Article
A creative approach to the employee engagement dilemma : larger cultural influences and new theoretical insights
\"Fisher employs a symbolic interactionist lens and other theoretical tools to make visible foundational cultural assumptions delimiting our thinking about and undermining employee engagement before it even begins in organizational settings\"-- Provided by publisher.
Book
Managing the Human Factor
Human resource departments are key components in the people management system of nearly every medium-to-large organization in the industrial world. They provide a wide range of essential services relating to employees, including recruitment, compensation, benefits, training, and labor relations. A century ago, however, before the concept of human resource management had been invented, the supervision and care of employees at even the largest companies were conducted without written policies or formal planning, and often in harsh, arbitrary, and counterproductive ways.
How did companies such as United States Steel manage a workforce of 160,000 employees at dozens of plants without a specialized personnel or industrial relations department? What led some of these organizations to introduce human resources practices at the end of the nineteenth century? How were the earliest personnel departments structured and what were their responsibilities? And how did the theory and implementation of human resources management evolve, both within industry and as an academic field of research and teaching?
InManaging the Human Factor, Bruce E. Kaufman chronicles the origins and early development of human resource management (HRM) in the United States from the 1870s, when the Labor Problem emerged as the nation's primary domestic policy concern, to 1933 and the start of the New Deal. Through new archival research, an extensive review and synthesis of the historical and contemporary literatures, and case studies illustrating best (and worst) practices during this period, Kaufman identifies the fourteen ideas, events, and movements that led to the creation of specialized HRM departments in the late 1910s, as well as their further growth and development into strategic business units in the welfare capitalism period of the 1920s.
The research presented in this book not only uncovers many new aspects of the early development of personnel and industrial relations but also challenges central parts of the contemporary interpretation of the concept and evolution of HRM. Rich with insights on both the present and past of human resource management,Managing the Human Factorwill be widely regarded as the definitive account of the early history of employee management in American companies and a must-read for all those interested in the indispensable function of managing people in organizations.
eBook
Unequal Time
Life is unpredictable. Control over one's time is a crucial resource for managing that unpredictability, keeping a job, and raising a family. But the ability to control one's time, much like one's income, is determined to a significant degree by both gender and class. InUnequal Time, sociologists Dan Clawson and Naomi Gerstel explore the ways in which social inequalities permeate the workplace, shaping employees' capacities to determine both their work schedules and home lives, and exacerbating differences between men and women, and the economically privileged and disadvantaged.
Unequal Timeinvestigates the interconnected schedules of four occupations in the health sector-professional-class doctors and nurses, and working-class EMTs and nursing assistants. While doctors and EMTs are predominantly men, nurses and nursing assistants are overwhelmingly women. In all four occupations, workers routinely confront schedule uncertainty, or unexpected events that interrupt, reduce, or extend work hours. Yet, Clawson and Gerstel show that members of these four occupations experience the effects of schedule uncertainty in very distinct ways, depending on both gender and class. But doctors, who are professional-class and largely male, have significant control over their schedules and tend to work long hours because they earn respect from their peers for doing so. By contrast, nursing assistants, who are primarily female and working-class, work demanding hours because they are most likely to be penalized for taking time off, no matter how valid the reasons.
Unequal Timealso shows that the degree of control that workers hold over their schedules can either reinforce or challenge conventional gender roles. Male doctors frequently work overtime and rely heavily on their wives and domestic workers to care for their families. Female nurses are more likely to handle the bulk of their family responsibilities, and use the control they have over their work schedules in order to dedicate more time to home life. Surprisingly, Clawson and Gerstel find that in the working class occupations, workers frequently undermine traditional gender roles, with male EMTs taking significant time from work for child care and women nursing assistants working extra hours to financially support their children and other relatives. Employers often underscore these disparities by allowing their upper-tier workers (doctors and nurses) the flexibility that enables their gender roles at home, including, for example, reshaping their workplaces in order to accommodate female nurses' family obligations. Low-wage workers, on the other hand, are pressured to put their jobs before the unpredictable events they might face outside of work.
Though we tend to consider personal and work scheduling an individual affair, Clawson and Gerstel present a provocative new case that time in the workplace also collective. A valuable resource for workers' advocates and policymakers alike,Unequal Timeexposes how social inequalities reverberate through a web of interconnected professional relationships and schedules, significantly shaping the lives of workers and their families.
eBook
From detached concern to empathy : humanizing medical practice
Physicians recognize the importance of patients' emotions in healing yet believe their own emotional responses represent lapses in objectivity. Patients complain that physicians are too detached. The book argues that by empathizing with patients, rather than detaching, physicians can best help them. Yet there is no consistent view of what, precisely, clinical empathy involves. This book challenges the traditional assumption that empathy is either purely intellectual or an expression of sympathy. Sympathy, according to many physicians, involves over-identifying with patients, threatening objectivity and respect for patient autonomy. How can doctors use empathy in diagnosing and treating patients without jeopardizing objectivity or projecting their values onto patients? The book develops an account of emotional reasoning as the core of clinical empathy. It argues that empathy cannot be based on detached reasoning because it involves emotional skills, including associating with another person's images and spontaneously following another's mood shifts. Yet it argues that these emotional links need not lead to over-identifying with patients or other lapses in rationality but rather can inform medical judgement in ways that detached reasoning cannot. For reflective physicians and discerning patients, this book provides a road map for cultivating empathy in medical practice. For a more general audience, it addresses a basic human question: how can one person's emotions lead to an understanding of how another person is feeling?
eBook
Healing Together
Kaiser Permanente is the largest managed care organization in the country. It also happens to have the largest and most complex labor-management partnership ever created in the United States. This book tells the story of that partnership-how it started, how it grew, who made it happen, and the lessons to be learned from its successes and complications. With twenty-seven unions and an organization as complex as 8.6-million-member Kaiser Permanente, establishing the partnership was not a simple task and maintaining it has proven to be extraordinarily challenging.
Thomas A. Kochan, Adrienne E. Eaton, Robert B. McKersie, and Paul S. Adler are among a team of researchers who have been tracking the evolution of the partnership between Kaiser Permanente and the Coalition of Kaiser Permanente Unions ever since 2001. They review the history of health care labor relations and present a profile of Kaiser Permanente as it has developed over the years. They then delve into the partnership, discussing its achievements and struggles, including the negotiation of the most innovative collective bargaining agreements in the history of American labor relations.Healing Togetherconcludes with an assessment of the Kaiser partnership's effect on the larger health care system and its implications for labor-management relations in other industries.
eBook