Affirmative action: Federal support,supreme court decisions,and human resource management

This article explores the historical background of affirmative action in the United States, and reviews haw federal support for it has changed since the Civil War. Several recent US Supreme Court cases deciding affirmative action issues are discussed, with speculation about the future of affirmative action in light of these decisions. The article also discusses the implications of these rulings for human resource practitioners.     

Creating an Environment for Economic Growth: Creativity,Entrepreneurship or Human Capital?

Scholars and policymakers interested in the growth and prosperity of regions have long recognized that talent and knowledge are fundamental. Yet the question is what types of talent are needed in a growing twenty‐first‐century economy: human capital, creativity and innovation, or entrepreneurship? The latter we define broadly to include any type of risk taking, and not only radical innovation. The literature does not clearly point to one factor as being the most essential. This study assesses this question separately for rural and urban United States (US) counties. We find that human capital––measured by educational attainment––is considerably more conducive to employment growth than the share of creative occupations. Likewise, the share of small and medium businesses is also very conducive to local growth, although this does not apply to the self‐employment share. Rural and urban areas experience similar patterns, although the magnitude thereof tends to be larger for urban counties, whereas high‐technology employment share has had a positive effect in rural areas. Policy conclusions suggest that enhancing small business development and increasing educational attainment are the two strategies that are most likely to succeed.     

An analysis of the cost of providing ancillary services to skilled nursing facility patients in New York State

Currently, nursing homes can arrange for the provision of ancillary services either by providing the services directly, purchasing the services through contracts and fees, or by outside billings, in which the services are supplied by other providers who then bill Medicaid directly. Frequently, some combination of these three modes of provision is used for each ancillary service. The purpose of this study is to explore ancillary costs in a sample of nursing homes and to determine, to the extent possible, the most cost-efficient means of providing selected ancillary services (physical therapy, radiology and medical staff services). Prior to examining the impact of the mode of provision on cost levels, other facility and patient characteristics that might justifiably affect costs are identified and adjusted for. The results demonstrate that outside billing or purchasing services can be much less expensive than providing the services directly. It is suggested that all ancillary services (outside billings as well as services provided directly through contracts and fees) be included when facility-to-facility cost comparisons are made. This approach should serve as an incentive for nursing homes to seek the most cost-efficient means of providing ancillary services.     

What is (or should be) the difference between competency modeling and traditional job analysis?

We argue that Competency Modeling (CM) has the potential to fill an important void in Traditional Job Analysis (TJA), specifically the infusion of strategic concerns in day-to-day employee behavior. Moreover TJA and CM pursue fundamentally different goals, which those who argue for and against either of these human resource methods at times may overlook. To buttress this point we compare TJA and CM along six dimensions: purpose (describe versus influence behavior), view of the job (an object to be described versus a role to be enacted), focus (job versus organization), time orientation (past versus future), performance level (typical versus maximum), and measurement approach (latent trait versus clinical judgment). We conclude with a series of recommendations regarding ways in which TJA can be joined with CM so that an organization may achieve, among other outcomes, the critical purpose of directing employee behavior toward the accomplishment of its strategic objectives.