In this context, we look at how human resources (HR) professionals see three aspects of online monitoring. First, how do they view the discipline managers provideemployees based on what they see about them on the Internet? Second, how do HR managers view employee handbook online monitoring policies? Should employees be permitted to freely use their computers, have certain constraints, or have all private use banned?

This article shows some principles I use for developing humor that lead to a positive impact on learning. These principles come from successful (and unsuccessful) experiences I have had in making presentations in companies and colleges.

That is, although job evaluation is a process intended to reliably measure job worth, the procedures involved are often susceptible to individual subjectivity--and even manipulation. Thus intentional or unintentional moves along the way may skew the evaluation, deceive employees and others, or both.

I have no intention of encouraging deceit among job evaluators and personnel managers--quite the opposite, as a glance at the prescriptive list toward the end of this article will show. First, however, a list of job evaluation steps complete with the kinds of distortion--planned or unplanned--that can throw the entire process off and send pay equity out of the window.