In a book that confronts the moral choices that U.S. corporations make every day in the treatment of their workers, James A. Gross issues a clarion call for the transformation of the American workplace based on genuine respect for human rights, rather than whatever the economic and regulatory landscape might allow. Gross questions the nation's underlying fabric of values as reflected in its laws and our assumptions about workers and the workplace.Arguing that our market philosophy is incompatible with core principles of human rights, he forces readers to realign the country's labor policies so that they conform with the highest international human rights standards. To make his case, Gross assesses various aspects of U.S. labor relations—freedom of association, racial discrimination, management rights, workplace safety, and human resources—through the lens of internationally accepted human rights principles as standards of judgment.His findings are chilling. "Employers who maintain workplaces that require men and women and sometimes even children to risk their lives and endanger their health and eyes and limbs in order to earn a living are treating human life as cheap and are seeking their own gain through the desecration of human life," Gross argues, and such behavior should be considered as crimes against humanity rather than matters of efficiency, productivity, or morale.By revealing how truly unacceptable management's "best practices" can be when considered as human rights issues, A Shameful Business encourages a bold new vision for workers, whether organized or not, that would signify a radical rethinking of social values and the concept of workplace rights and justice in the courtroom, the boardroom, and on the shop floor.

There is a fundamental disconnection between the way business people speak and real people communicate. From advertisers, big business and CEOs - the blather is coming at us in waves. The International Language of Business is no longer English - it's gobbledygook. The authors blindly discovered the enormity of the problem in June 2003 with the launch of Bullfighter, an anti-jargon software tool. But jargon is just one symptom in a larger problem afflicting corporate communications today: the wholesale inability to connect with an audience. In the form of admirably straight-talk, we discover how to avoid the 'obscurity trap', 'the anonymity trap', the 'hard-sell trap' and most importantly, 'the tedium trap'. In this witty and practical new book readers are given all the tools they need to fight the 'spin' and learn to speak like the rest of us.

ON THE 100TH ANNIVERSARY OF PROHIBITION, LEARN WHAT REALLY HAPPENED. In 1919, the National Prohibition Act was passed, making it illegal across America to produce, distribute, or sell liquor. With this act, the U.S. Congress also created organized crime as we know it. Italian, Jewish, and Irish mobs sprang up to supply the suddenly illegal commodity to the millions of people still eager to drink it. Men like Lucky Luciano and Meyer Lansky, Dutch Schultz and Bugsy Siegel, Al Capone in Chicago and Nucky Johnson in Atlantic City, waged a brutal war for power in the streets and on the waterfronts. But if you think you already know this story...think again, since you've never seen it through the eyes of one of the mobsters who lived it. Called "one of the most significant organized crime figures in the United States" by the U.S. District Attorney, Vincent "Jimmy Blue Eyes" Alo was just 15 years old when Prohibition became law. Over the next decade, Alo would work side by side with Lansky and Luciano as they navigated the brutal underworld of bootlegging, thievery and murder. Alo's later career included prison time and the ultimate Mob tribute: being immortalized as "Johnny Ola" in The Godfather, Part II. Introduced to the 91-year-old Alo living in retirement in Florida, Dylan Struzan based this book on more than 50 hours of recorded testimony--stories Alo had never shared, and that he forbid her to publish until "after I'm gone." Alo died, peacefully, two months short of his 97th birthday. And now his stories--bracing and violent, full of intrigue and betrayal, hunger and hubris--can finally be told.

The Antiracist Business Book is the first of its kind, as DEI business coach Trudi Lebrón offers business owners real-life lessons on how to build, reshape, and re-envision their work to support and repair the wealth of all people.

Examining experiences of shame and stigma in the context of austerity and the declining welfare state, this book shows how social work can ameliorate the impacts of shame through sensitive, reflective and relationship-based practice. It provides a broad understanding of shame and looks at its impact on both service users and practitioners.

How much 'say' should employees have in the running of business organizations, and what form should the 'voice' take? This is both the oldest and latest question in employment relations. Answers to these questions reflect our fundamental assumptions about the nature of the employment relationship, and inform our views on almost every aspect of Human Resource Management (HRM) and Employment Relations. Voice can also mean different things to different people. For some, employee voice is a synonym for trade union representation which aims to defend and promote the collective interests of workers. For others voice, is means of enhancing employee commitment and organisational performance. Others advocate workers control as an alternative to conventional capitalist organisations which are run for shareholders. There is thus both a moral and political argument for a measure of democracy at work, as well as a business case argument, which views voice as a potential link in the quest for increased organisational performance. The key debate for employment relations is which of the approaches 'works best' in delivering outcomes which balance competitiveness and productivity, on the one hand, and fair treatment of workers and social justice on the other. Policy makers need pragmatic answers to enduring questions: what works best in different contexts, what are the conditions of success, and what are the drawbacks? Some of the most significant developments in employee voice have taken place within the European Union, with various public policy and employer experiments attracting extensive academic research. The book offers a critical assessment of the main contemporary concepts and models of voice in the UK and Europe, and provides an in-depth theoretical and empirical exploration of employee voice in one accessible and cohesive collection.

In People Must Live by Work, Steven Attewell presents the history of an idea—direct job creation—that transformed the role of government in ameliorating unemployment by hiring the unemployed en masse to prevent widespread destitution in economic crises. For ten years, between 1933 and 1943, direct job creation was put into practice, employing more than eight million Americans and making the federal government the largest single employer in the country. Yet in 2008, when the most dramatic economic crisis since the Depression occurred, the idea of direct job creation was nowhere to be found on the list of policies deemed feasible or advisable for government at any level. People Must Live by Work traces the rise and fall of direct job creation policy—how it was put into practice, how it came within a hairbreadth of becoming a permanent feature of American economic and social administration, and why it has been largely forgotten or discounted today. Contrary to more conventional arguments, Attewell reveals that the New Deal ended the Great Depression before the United States entered World War II and its jobs programs continued to influence policy debates over the Employment Act of 1946. He examines the deliberations surrounding the Humphrey-Hawkins Full Employment Act that was signed into law in 1978 and demonstrates the ways in which direct job creation played a significant and polarizing role in dividing the economic establishment and the Democratic party in the 1970s. People Must Live by Work not only chronicles the ambition, constraints, and achievements of direct job creation policy in the past but also proposes a framework for understanding its enduring significance and promise for today.