This special issue reports on the changing social contract between employers and employees in botht he public and private work sectors with a focus on the American experience. The concept of "Employee Relations Ethics"(ERE) is introduced and defined as: "Treating employees properly and with respect and dignity."
The lead article introduces a "new" theory of management which is employee centered rather than customer driven or stockholder mandate. The papers that follow address how:
*the "changing nature of the American work force" has negatively effected US ERE;
*universities skirt the law and contribute to ERE problems;
*new work trend of working in teams impacts ERE; and
*global compassion versus world competition determine and control ERE results. The final piece presents an ERE case study explaining the "broken covenant" between U.S. military policymakers and American troops during this era of warfare retrenchment and downsizing.
Table of Contents
Volume 11, Number 1, 2001
Contents: A. Sikula, Sr., K. Olmosk, C. Kim, S. Cupps, A "New" Theory of Management. C. Kim, D. Emmett, A. Sikula, Sr., Employee Relations Ethics and the Changing Nature of the American Work Force. H. Lowenstein, The Two Faces of State University Employment: Ethics in Access to Federal Due Process. M. Levine, S. Sibary, Workplace Teams: Ethical and Legal Concerns and Approaches. A. Westerman, The Relationship Between Corporate Training/Development Expenditures and the Use of Temporary Employees. C. Cambridge, Compassion Versus Competitiveness: An Industrial Relations Perspective on the Impact of Globalization on the Standards of Employee Relations Ethics in the USA. R.L. Smith, Broken Covenant: A Case Study in Employee Relations Ethics.