HUMAN RESOURCE MANAGEMENT

Human Resource Management



Human Resource Management

1. Mentoring Process

Mentoring can be a fragile relationship. A corporate worldwide study revealed that the most common reason that mentoring relationships ended prematurely was due to the lack of a formal structure or goal to keep the momentum going. In addition, a world wide mentoring tool was not available. The Project Management Center of Excellence responded to the study by creating a “Project Management Skills Mentoring Process”. In line with the discipline of Project Management, a mentoring process was designed to follow the basic constructs of a project. A mentoring relationship had a definite beginning, a desired project outcome (raise the level of a skill or knowledge area), a plan, a schedule, milestones, tracking and completion. Sample mentoring plans, agreements, milestones, and closing documentation along with a PM Skills Mentoring Guide were provided on the Web site. (Fitzgerald, 2003)

For mentors in management positions as well as technical fields such as engineering and health services, the protégé may help them gain knowledge about important new scientific developments in their field and therefore prevent them from becoming technically obsolete. For example, General Electric launched an initiative in e-business. However, many veteran managers faced the challenge of trying to understand how to effectively use the Internet. (Cochran, 2004)

2. Types of Sexual Harassment

Sexual harassment has developed as an equal rights issue since the 1980s when women entered the U.S. labor force in increasing numbers. While most harassment involves women as targets and men as perpetrators, a significant minority of incidents involve male targets who are harassed by other men. The sexual harassment debate today centers largely on free speech issues and the question of whether restricting speech can or will fundamentally alter the culture of sexism that gives rise to sexual harassment. (Terri , 2008)

Sexual harassment can occur in two ways. First, there is quid pro quo sexual harassment, the type directed at a particular individual. In this case, certain outcomes are presented as contingent on specific sexual acts. These outcomes can be explicitly stated or implied and include both threats of negative repercussions if the person does not comply (e.g. demotion, lowered grade) and guarantees of positive repercussions if the person does comply (e.g. promotion, raise, better grade). The second type, hostile environment sexual harassment, is directed at no one in specific, rather at a group. In this case, the environment is sexualized in a way that is uncomfortable, intimidating, offensive, and/or threatening. An example would be a work environment in which one's coworkers have pornographic images on the walls. Any unwanted sexual gestures, comments, or advances also contribute to the overall atmosphere. A hostile environment can be created deliberately or unintentionally. (Troy , 2009)

From 1997 to 2006, the number of cases reported annually to the EEOC declined by just under 25 percent, from almost 16,000 to just over 12,000. During the same time period, cases filed by men increased from 11.6 percent of total cases to ...