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A comprehensive guide to managing employee relations and navigating the complexities of employment law in the United States. This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work is in the "public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
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Excerpt from The Employment Department and Employee Relations: One of a Series of Lectures in a Systematic Course In a business where there are but a few workers, the owner and manager usually attends to the hiring and discharging of his employees. Since he unconsciously, or perhaps consciously, realizes that this is a very important bit of work, he handles it himself. As the business grows, this work has to be delegated, at first partly, later almost entirely. The larger the business, the more complete is- the delegation of this work. Nevertheless it is desirable to retain that personal touch with the employee which is possible when the manager himself does the hiring and discharging. How can this personal touch be developed and maintained? It is an all-absorbing thought, one that is receiving considerable attention in all branches of business. Especially is this true in the large corporations where the delegation of authority on a large scale is absolutely necessary. Here the "men" or "personnel" problem is gradually reaching a more or less refined and perhaps somewhat scientific state. One of the biggest problems, therefore, confronting industry today is "men." By "men" is meant all workers who make up the organization, from the office boy and the stenographer to the president. Employment and promotional plans should all have for their ultimate aim the proper selection, training, promotion, and advancement of the employee. About the Publisher Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.
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This book presents an overview of the economic, political and social forces that shaped contemporary employment relations practices in the United States.
In today's world economy Human Resource Professionals, Managers and Supervisors are required to make decisions faster and provide rapid turnaround of information regarding employees. Information will come from the many stakeholders in the organization, such as customers, employees, unions and governmental agencies, all this requiring these individuals to collect and distill the salient points quickly in order to reinforce employee behavior. Human Resource Professionals, Managers and Supervisors must also provide employees with the proper information required of them to accomplish their assigned tasks. Today's Human Resource Professionals, Managers and Supervisors are therefore required to be knowledgeable of the laws that affect human resource and/or labor management regardless of the her/his degree of experience in human resource matters. This knowledge forms the structure that they must operate within when dealing with the employees in their care.