HRIS). Computer technology has been available now for several decades, and HRM offices in the public and private sectors have increas ingly made use of the new technology.There is also considerable literature available on the basic differences and similarities between management and administration in the public and private sectors or our economy.' Although authors may disagree about the significance of many of the differ ences between the two sectors, not many disagree that substantial differences exist. Few studies have focused on the differences between the two sectors in the use of general informational technology,^ and none have focused specifically on differences between the two sectors in the use of HRIS and the Internet, This manuscript examines the extent to which HRM professionals in both the public and private sectors are using HRIS systems to carry on basic and advanced personnel processes, and the extent to which they are employing the Internet as an information resource to help them solve HRM problems. Using results from a national question naire sampling human resource professionals in both sectors, this study seeks to bring some data to bare on the types of software applications taking place, the integration of HRM activities and computer software, rates of satisfaction with the use of computer software in HRM applications, rates of computer and Internet tiaining across both sectors, and the use of the Internet as an information resource in HRM decision making and problem solving.Data were obtained from a questionnaire mailed to human resource professionals in pubhc and private sector organizations during the summer months of 1996. The response rate for the public sector group was 54% (n=77), and for the private sector group was 29% (n=77). There was a total response rate of 38% with 154 usable questiormaires. For a more detailed breakdown of the sample please see appendix
An upset individual walks into the Department of Human Resource Management and demands to see the Director. He explains to the receptionist that the recent Reduction-in-force within the organization left him without a job, and with a wife and two children who are depending on him for support. He is clearly emotionally upset, and, when the receptionist informs him that he will have to make an appointment and come back at a later time, he pulls out a gun, shoots the receptionist and two personnel clerks in the same office, turns and runs out of the building.
This article examines current demographic data on the aging of the workforce and the impact that this aging trend will have on public sector retirement systems, age discrimination laws, and training and development programs. It also discusses the issue of "plateaued" employees and explores potential solutions for managing an aging workforce using traditional personnel processes. Future areas for further research are suggested.
This article reports employee perceptions of several dimensions of veterans' preference legislation in one southern state. Two groups of subjects were used: a small random sample of state employees and a group of personnel professionals. One purpose was to determine if attitudes toward veterans' preference are different between personnel professionals — individuals who daily work with and view the impact of such legislation, and a random sample of state employees — who sometimes benefit and/or are disadvantaged by such legislation. Secondly, since women have traditionally been negatively affected by systems of veterans' preference, the data was analysed by gender to determine male/female differences in perception. Results indicate that veterans preference legislation is not a very popular concept in the state surveyed. Personnel professionals attitudes were more negative than those of the state employees; however, neither group voiced high levels of support. Few gender related differences were discovered, contrary to original expectations. Finally, some policy suggestions are raised regarding the equity of such legislation given the changing nature of the contemporary workforce. The potential of the “readjustment” theory of veterans' preference legislation is also discussed.
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