Biomedical subjects

Robert E Gregg

Publications and source records attributed to Robert E Gregg.

9 recordsLinked to original sources

PubMedDate not supplied

Office gossip: a surprising source of liability.

Rumors and gossip are inevitable ingredients of work life. Within limits, they may have some beneficial functions. Still, practitioners and managers must be aware of the dangers inherent in defamation of character and harassment. This article defines workplace comments and activities that should be avoided and the employer's legal liability when situations get out of hand. It also outlines the manager's responsibilities and lists privacy rights that are codified by state and federal laws.

Communication↗

PubMedDate not supplied

Employee discharge liability: the straw that broke the camel's back.

Employers are frequently confronted with workers who do not perform adequately. It is important to document and communicate dissatisfaction with an employee's performance as failings become evident. Efforts at remediation of the deficiencies must also be recorded. This article outlines the pitfalls of employee discharge without such documentation and strategies to avoid litigation and achieve an equitable outcome for both parties.

Documentation↗

PubMedDate not supplied

Preventing punitive damages from employment liability claims.

In general, employers do not have a good grasp of the liability they confront in dealing with personnel in terms of hiring, discipline, and firing. Medical practices frequently are quite oblivious to the problem. This article discusses recent judicial decisions and the ways practices may deal with prevention of litigation with special emphasis on management training.

Administrative Personnel↗

PubMedDate not supplied

Restrictions on workplace romance and consensual relationship policies.

The workplace is frequently the site of romantic and consensual relationships. These relations may sometimes be deemed by employers to infringe on the proper conduct of business and prompt them to adopt rules that limit such interactions. This article explores some of the rights of employees and the possible policies that employers may realistically adopt within the confines of federal and state constitutional statutes, in light of court precedent and in keeping with possible union contract.

Confidentiality↗

PubMedDate not supplied

Employment at will.

The traditional concept of employment at will still holds under most employment situations. There are, however, qualifiers that deserve the attention of managers. This articles outlines the restrictions on employment at will and details cautionary measures that employers should incorporate into their modes of operation.

Civil Rights↗

PubMedDate not supplied

Performance evaluation, part 1: definitions and criteria.

In this first of three articles, the author reviews the broad concept of performance evaluation, defines the term validity in the evaluation process as a standard derived from court decisions, and details objective criteria that managers should follow in rating employees.

Employee Performance Appraisal↗

PubMedDate not supplied

Performance evaluation, part 2: developing performance standards.

In the first of three articles (MPM2005; Vol. 20#5: 229-232), the author reviewed the broad concept of performance evaluation, defined the term validity in the evaluation process as a standard derived from court decisions, and detailed objective criteria that managers should follow in rating employees. This second article stresses the development of standards, cites examples applicable to daily practice, and details errors that are commonly made in rating personnel.

Efficiency, Organizational↗

PubMedDate not supplied

Performance evaluation, part 3: Communicating with employees in the evaluation process.

In the first of three articles (MPM 2005; Vol. 20 #5: 229-232), the author reviewed the broad concept of performance evaluation, defined the term validity in the evaluation process as a standard derived from court decisions, and detailed objective criteria that managers should follow in rating employees. The second article (MPM 2005; Vol. 21 #1: 21-26) stressed the development of standards, cited examples applicable to daily practice, and detailed errors that are commonly made in rating personnel. This last article covers the very important topic of communicating the results of performance evaluation with employees.

Communication↗

PubMedDate not supplied

Office parties, drinking and driving, and employer liability.

Office parties are fun. They boost morale. They can also go over the line and result in company and personal liability. Holiday parties have ended up in court. This article explores "the line" between a good time and liability. What should you be aware of to protect your company and you?

Accidents, Traffic↗