Back in the 1970s, when the author was an art professor at California State University at Northridge, he had a colleague who absolutely would not say anything about anybody that he would not say to that person's face. Marvin Harden, the African-American artist, originally came to Los Angeles in the late 1950s from segregated Austin, Texas, to play…

There is increasing evidence from generational researchers that the newest group of workers are a different breed. "Millennials,""Nexters," or "Generation Y" are reputed to be enthusiastic about learning, want meaningful work, and are used to working in teams. (JOW)

The transition to management is one of the most difficult challenges first-time managers face--almost half fail. First-time managers may experience disorienting dilemmas that trigger transformative learning. HRD (human resource development) practitioners can assist in reducing the failure rate of first-time managers when they better understand the…

Looks at attitudes toward work in the People's Republic of China, including that the nature of work should be varied and meaningful; there should be worker control over the pace of work and working conditions and sufficient security, pay, and status; and there should be working group cohesiveness and group goals. (CT)

Describes adaptation to the job and the organization as one of seven key stages in the transition from college to career. Presents the performance review as probably the most important measure of adaptation. Suggests other adaptation enhancement techniques companies may employ: using Pygmalion effect, providing recognition, conducting meetings,…

Provides background on organizational trust as product of need satisfaction and presents framework for understanding organizational trust with regard to theoretical differentiation of personal trust and system trust. Defines three factors of organizational trust: openness/congruity, shared values, and autonomy/feedback. Discusses how supervisors…

Employers must ensure that all employees can interact comfortably and productively with people who have disabilities. Trainers can use experiential exercises to break down fears and prejudices that nondisabled workers might have toward those with disabilities. (Author/JOW)

While personality psychology has a definite contribution to make to the study of industrial psychology and organizational behavior, it is a contribution with parameters, limitations, and areas of expertise which need to be better defined. Many industrial/organizational (I/O) psychologists are skeptical of the utility of personality measures for…

The author, in examining the changing attitudes and values of the work force, asserts that the American worker is dissatisfied with the job, the workplace, and the method of payment. She states that any effort to enhance the quality of work will improve the quality of life overall. (CT)

Describes Multitasking Systems (MTS), an office services firm that employs only people with Acquired Immune Deficiency Syndrome (AIDS) and Human Immunodeficiency Virus (HIV) infection. It was established by an infectious disease specialist who observed that patients who remain employed do remarkably better than those who do not. (JOW)

The proving ground of the global marketplace makes Japan and the United States more alike than most people think. Both struggle with the effects of the worldwide recession, with work forces that are losing their predictable sameness, and with the failure of tried-and-true management practices. (Author)

The advent of a nationwide service economy is having profound effects on the relationship between workers and the workplace. Trainers and chief executive officers alike need to plan for the inevitable. (Author)

Discusses burnout and its causes, and then lists steps an employer can take to help ward off or soften the effects of burnout. (Author/IRT)

The challenge at Pacific Gas & Electric was to train 27,000 employees to create an environment in which cultural diversity improves the company's competitive advantage. The solution was to train and certify 110 employees as diversity awareness trainers. (JOW)

Develops a preliminary model of workplace dynamics based on behaviors rather than attitudes and argues that the behavioral categories of good soldier, smooth operator, and saboteur are key modes of adaptation. The model facilitates the integration of studies of the workplace with broader themes in a way not allowed by the concept of job…