scholarly journals High Times for U.S. Employees: Human Resource Management Considerations in Addressing Marijuana Legalization in U.S. Organizations

2021 ◽  
Vol 8 (6) ◽  
pp. 34
Author(s):  
Wendy N. Buice ◽  
Steven V. Cates

Recent changes in state laws have legalized marijuana use for their state citizens. Originally by 2016, twenty-six states, the District of Columbia, and Puerto Rico had legalized marijuana for medical use (State Medical Marijuana Laws, 2016). In the 2020 elections eighteen states, two U.S. territories, and the District of Columbia legalized recreational use of cannabis. We now have thirty-six states, four U.S. territories, and D.C. who have legalized medical use of the drug use (State Medical Marijuana Laws, 2021). This however creates some major issues for Human Resource professionals due to the fact that federal law still considers marijuana use illegal. This creates a confusing situation for organizations and especially Human Resource professionals who must create and enforce policies on the use of prescription and non-prescription drugs within the work environment. The purpose of this research is to determine if medical marijuana should be protected in the workplace and under what conditions. Based on the literature three research questions were posed and three hypotheses were tested based on analyzing data from a survey questionnaire that was completed by 57 working adults. Results indicate that they support the use of medical marijuana as a viable medical treatment and companies should recognize and support this medical remedy. Results indicate employees should be protected in their use of marijuana under the FMLA. Results also indicate marijuana should also be considered for long-term and permanent illnesses under the ADA. Implications are employees see marijuana in a positive light, as a viable medical treatment, and expect human resource management to support policies that allow for use of marijuana.

2020 ◽  
Vol 17 (8) ◽  
pp. 3804-3809
Author(s):  
A. Yovan Felix ◽  
Karthik Reddy Vuyyuru ◽  
Viswas Puli

Human Resource Management has gotten one of the basic pastimes of supervisors and chiefs in practically wide variety of corporations to include plans for accurately locating profoundly qualified representatives. In similar way, administrations come to be intrigued about the presentation of these representatives. Particularly to guarantee the fitting person apportioned to the beneficial employment on the opportune time. From right here the enthusiasm of statistics in mining process has been growing that its goal is disclosure of facts from huge measures of statistics. Three fundamental Data Mining strategies were applied for building the arrangement version and distinguishing the quality factors that emphatically impact the exhibition. To get a profoundly actual version, a few trials were achieved dependent on the beyond procedures which can be actualized in WEKA tool for empowering leaders and Human Resource professionals to anticipate and improve the exhibition of their representatives. This paper makes use of Hadoop for the remedy of great measure of data with which may be guaranteed to be able to decide the impact.


2009 ◽  
pp. 168-180
Author(s):  
Jeanette Lemmergaard

This chapter introduces inter-organizational knowledge acquisition and sharing as a means to facilitate benchlearning within the field of human resource management. The chapter presents an interactive web-based portal and demonstrates how valuable knowledge can be released from organizational “silo centers” and be passed around to the benefit of both organizations and academia. In general, human resource departments struggle to demonstrate their validity to the business and their ability to accomplish business objectives. In addition, human resource departments generally lack the ability to speak of their accomplishments in a business language. The presented portal assists human resource professionals in making more efficient and qualitative decisions that are not based on good guesswork or mere instinct, but on facts and knowledge. The portal is novel in its approach of facilitating benchlearning across organizational boundaries and within the soft area of human resource management.


Author(s):  
Michael J. Provitera

The purpose of this article is to review the extant literature on electronic-leadership (e-leadership) and illustrate how it has impacted human resource management. First, a brief introduction will explain how e-leadership can enhance communication between leaders and followers, and then a background section provides various definitions of e-leadership and speci- fies its importance for today’s leaders. The third section shows the connection between e-leadership and human resource management. This is followed by a section on future trends that provide a frank appellation of prospects, promises, and processes of e-leadership. And finally, a conclusion offers ideas of how e-leadership can be implemented by leaders across a myriad of both profit- and non-profit businesses. Competitive advantage and performance of the organization is part of the changing role of human resources today (Dessler, 2006). Ergo, electronic-leadership offers human resource professionals an innovative way to communicate, manage, and lead. The information age has brought with it a host of new technologies and an over abundance of choices amongst them. Leaders are hard-pressed to figure out the applications for each of these technological innovations, let alone which ones to adopt and subsequently implement (McAfee, 2006).


2008 ◽  
Vol 14 (3) ◽  
pp. 239-258 ◽  
Author(s):  
E Anne Bardoel ◽  
Helen De Cieri ◽  
Susan Mayson

AbstractResearch in human resource management has advocated the development of a systematic process of measurement that enables managers to obtain and evaluate evidence about the performance of work–life initiatives, in both financial and non-financial terms. We apply the resource-based view of the firm, within the context of strategic human resource management literature, and conduct qualitative research in focus groups with human resource professionals and managers from 27 medium to large organisations operating in Australia. Our research explores what organisations are currently measuring with regard to work–life outcomes, how they are measuring it, and what they would like to measure. Integrating the practitioners' perspective with academic literature, we develop a framework of measurement for work–life initiatives.


2020 ◽  
Vol 9 (4) ◽  
pp. 9
Author(s):  
Tahir Masood Qureshi ◽  
Mohemmed Absuweilem ◽  
Shareefa Reda Alkhateeb ◽  
Verl Anderson ◽  
Cam Caldwell

It is axiomatic to acknowledge that the Human Resource Management (HRM) function plays a vital ethically-based role in honoring duties owed to organization employees and other stakeholders. Incorporating the research of the University of Michigan ethics expert, LaRue Hosmer, this paper identifies nine qualities associated with organizational justice as they relate to seven important HRM responsibilities. This paper then offers five guidelines for Human Resource Professionals to consider in honoring their justice-related obligations to those whom they serve.


2021 ◽  
Vol 10 (2) ◽  
pp. 1
Author(s):  
Cam Caldwell ◽  
Verl Anderson

Introduction: For decades the Human Resource Management (HRM) strategic role has been viewed as limited in its effectiveness. Human Resource Professionals (HRPs) have been criticized for their lack of formal preparation – when that preparation even exists. According to Gomez-Mejia (2015) and colleagues, fewer than one-third of all HRPs have any academic preparation in HRM and most lack an understanding of the legal, professional, and technical principles of their profession.Objective: The purpose of this paper is to focus on six myths about HRM and the role of HRPs that are frequently held by Top Management Team (TMT) members, business practitioners, and even many HRPs. The failure of so many HRPs and TMTs to recognize the fallacies in these myths is a cause of organizational dysfunction and undermines the ability of HRPs to be ethical stewards who serve and protect the best interests of their organizations.Methods: The paper begins by briefly identifying seven key strategic functions of HRM in distinguishing the HRPs’ staff role in successful organizations.Results: We describe the context of today’s challenging work environment in which HRPs perform their labors and identify six myths that plague the HRM profession and undermine the effectiveness of many modern organizations.Conclusions: We conclude the paper with a challenge to TMT members and HRPs to raise the bar and increase the accountability of those who deliver HRM services within their organizations.


2016 ◽  
Vol 5 (4) ◽  
pp. 47 ◽  
Author(s):  
B. Gail Caldwell ◽  
Cam Caldwell

Although many organizations and Human Resource Professionals overlook the importance of onboarding new employees, this Human Resource Management process is extremely important for transitioning employees and is a moral and ethical duty owed to those employees. This paper identifies ten classic onboarding errors and suggests solutions to those ethical missteps. By correcting these errors, organizations can improve the transition of their new employees, build trust and commitment, reduce employee stress, and increase new employee productivity.


2019 ◽  
Vol 12 (2) ◽  
pp. 80-86
Author(s):  
Ankur Jain

The article presents a shared understanding of what volatility, uncertainty, complexity and ambiguity (VUCA) means in the current context. It then discusses the implications of VUCA for human resource management professionals by demonstrating how technology development at an unprecedented scale leads to volatility; unpredictability of business models leads to uncertainty; exposure to multiple dimensions leads to complexity; and constant need for innovation leads to ambiguity. The article ends with a set of questions that would aid human resource professionals to reflect and prepare for the future, in their specific contexts.


2008 ◽  
Vol 14 (3) ◽  
pp. 239-258
Author(s):  
E Anne Bardoel ◽  
Helen De Cieri ◽  
Susan Mayson

AbstractResearch in human resource management has advocated the development of a systematic process of measurement that enables managers to obtain and evaluate evidence about the performance of work–life initiatives, in both financial and non-financial terms. We apply the resource-based view of the firm, within the context of strategic human resource management literature, and conduct qualitative research in focus groups with human resource professionals and managers from 27 medium to large organisations operating in Australia. Our research explores what organisations are currently measuring with regard to work–life outcomes, how they are measuring it, and what they would like to measure. Integrating the practitioners' perspective with academic literature, we develop a framework of measurement for work–life initiatives.


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