From participatory management to autonomous work groups, the quality of work life movement has made an impact on U.S. corporations. To make the quality of work life connection, commitment must originate with top management. (Author)

This report provides a description and some analysis of noninstitutionalized disabled persons aged 20 to 64. Emphasis is on labor force behavior, including amounts of work, occupational distribution, and wage rates. Defines disability and discusses characteristics of the disabled, wage rates, and disability and deprivation. (CT)

Studies the presence of carcinogenic substances in the workplace and of the personnel profession's apparent lack of awareness on the subject. Examples are taken from the petrochemical, asbestos, and chemical industries. Personnel managers are urged to inform and educate employees about the risks of contracting cancer on the job. (CT)

The productive college/university cleaning operation is based on a general division of responsibility that divides the work in general terms among the operating units, and a detailed operational level division of responsibility that spells out services and their frequencies. Examples are given. (Author/MLF)

Summarizes conclusions of a report to determine whether computer conferencing improves productivity of geographically separated researchers. Examines how computer conferencing affected how, when, where, and with whom people work. (PD)

High school block scheduling is in its earliest stages. Although time structures have changed, usage has not. Block schedules are threatened when curriculum standards and student mobility are ignored, courses are improperly sequenced, funding for increased personnel needs is inadequate, performing-arts instruction is not accommodated, and…

Discusses how workers at manufacturing firms acquire knowledge and how much training the company should provide. Looks at a study on learning activities and learning cultures to identify traits of a "teaching firm," one in which teaching and learning are firmly embedded in the organization. (JOW)

Principals should be given collective bargaining rights because their working conditions may be worse than teachers'. Without tenure, collective bargaining rights, or even multiyear contracts, principals in Rhode Island and elsewhere are powerless. States with collective bargaining laws extending to principals provide protection against school…

The "web of work" is made up of 12 basic human needs: home/shelter, family/kinship, learning, community, spirituality, social relationships, leisure, economic security, transportation/mobility, health, work/career, and environment/safety. Understanding it can contribute to stability, security, and appreciation that work is not only a job but a…

Organizational culture change is required to address diversity. The first step is changing behavior regarding inclusive staff recruitment and retention strategies. Preparing the workplace to support staff from diverse backgrounds is essential. (SK)

Studies show that emotional intelligence underpins many of the best decisions, most dynamic organizations, and most satisfying and successful lives. Attention to emotions has been shown to save time, expand opportunities, and focus energy for better results. (JOW)

On-the-job training (OJT) is enjoying a surge of interest because of ISO 9000, the certification standards of the European Community. Negotiating a balance between training staff and frontline supervisors who are often made responsible for OJT is one way to improve it. (JOW)

Discusses the definitions of contingent workers and alternative work arrangements used by the Bureau of Labor Statistics to analyze data, and presents aggregate estimates of the number of workers in each group. Discusses the overlap between contingent workers and workers in alternative arrangements. (Author/JOW)

Discusses the alternative arrangements of four groups of workers: (1) independent contractors; (2) temporary help agency workers; (3) employees of contract companies; and (4) on-call workers. (JOW)

Emphasizes the need to address the human side of technology when upgrading equipment and systems. Stresses the importance of involving employees in technology design and implementation and ensuring that training practices support the new way of doing things. (JOW)