Employment relations today最新文献

Plasmablastic lymphoma (PBL) is a rare, aggressive lymphoma with no definite standard of care with a poor outcome. It occurs predominantly in HIV-infected individuals and is frequently seen in extranodal sites. The important differential diagnosis for this PBL is plasmablastic myeloma, where clinical and histopathological features are often ambiguous, rendering the correct diagnosis difficult without complete integration of clinical, morphological, phenotypic, and molecular features. Here, we report a rare case of plasmablastic lymphoma of the ovary with a diagnostic dilemma and the approach to the diagnosis and its management.

To increase employment from desired race or gender groups, employers nearly always first turn to recruiting from outside their organization. But a few years after such initiatives are undertaken, diversity numbers typically remain low or even decrease, turnover among recruits from the sought-after groups is high, and the efforts are threatened by their recurrent cost. Employers need to break this fruitless cycle by thinking more strategically. Without an inclusive organizational climate that retains and fully utilizes minority employees after hire, simply recruiting more such employees will not lead to sustainable changes in workforce demographics. Drawing on empirical research, this paper describes six “red flags” that identify workplaces not ready to recruit. Only after organizational changes address the deficiencies identified by the red flags will the time for minority recruitment be at hand. But by then special focused recruitment may not be necessary; when employers change their workplace cultures to become truly inclusive, word gets around.

The focus of traditional leadership expectations is the individual leader's developmental experience. However, Millennials are seeking to take on leadership roles more quickly than previous generations. The Practice-Immediacy Model provides a framework where Millennials can take on these leadership roles while continuing to develop their own behavior and skills. The present article expands on the four basic behavioral components of leadership—vision building, standard-bearing, integrating, and developing. The article then describes the associated specific skills within each behavioral component. Finally, the article proposes an interdisciplinary model that professionals can use to develop leadership skills for Millennials.

While the significance of the further rollback of Obama Administration regulations cannot be discounted, just as significant has been the absence of new federal workplace regulations. Just as in A. Conan Doyle's classic story, The Adventure of Silver Blaze, the absence of the “barking dog” may prove to usher in a new era for employers and employees.

While most employers understand the scope of their responsibility to prevent sexual harassment between employees, the scope of an employer's responsibility to prevent sexual harassment by third parties is often less clear. Such third parties may include customers, clients, sales representatives, vendors, investors, or anyone in the workplace who is not a member of the employer's workforce. Although an employer may be unable to easily control non-employee actions, it is legally obligated to respond to any third-party sexual harassment of its employees that is brought to the employer's attention. With proper safeguards and remedial action, however, an employer can keep its employees safe from third-party sexual harassment and protect itself from liability in the process. This Q&A explains employer liability for third-party sexual harassment, describes the ramifications of an employer's failure to properly address or prevent it, and recommends strategies to reduce an employer's legal exposure.

State-by-state survey on current laws prohibiting employers from inquiring into job candidate's prior salary history.