The 1979 agreement in the engineering industry was a watershed in British industrial relations. It seems very likely that the significance of the 39-hour week is that it is the beginning of a series of reductions in the basic working week. The authors argue that 39 hours is an awkward figure in daily or weekly schedules. (SSH)

Decisions of the Equal Employment Opportunity Commission (EEOC) and the courts have affirmed that corporate Equal Employment Opportunity officers are quasi-managerial employees. Their primary role is to work with the company and its personnel to resolve problems and foster compliance with applicable employment laws and regulations. (Author/MLF)

The author argues that collective bargaining procedures and relationships bewteen labor and management must reflect less conflict and more cooperation as the nation's economy struggles to meet international competition and domestic needs. (Author/SSH)

Outlines the symptoms of employee burnout, specific counseling strategies to avoid and treat burnout, and organizational approaches to helping affected employees. (SK)

The impact of Proposition 13 and subsequent state bailout legislation on public employee relations in the City and County of Los Angeles (California) has been a new collective bargaining environment. The 1979 negotiations, where a countywide strike was narrowly averted, illustrate the hardening of management attitudes and union militancy. (MLF)

Examined the conversational structure of questions and answers in a performance appraisal interview between a manager and an employee. Results demonstrated that both the manager and employee used question-and-answer pairs to demonstrate their understanding of the expectancy to ask and answer questions and to provide sequential implicativeness and…

Argues against passage of a state bill that would make collective bargaining for teachers mandatory in Kentucky. Contends that collective bargaining is unpopular with the public, is too expensive, diminishes local control of education, and is detrimental to the educational process. (Author/WD)

Presents strategies for improving the effectiveness of advisory committees. All of the suggestions point to the need for more active interaction between decision makers at the highest levels of industry and education. (CT)

Discusses the threat posed to administrators by noncertified collective bargaining. Suggests that the noncertified employees feel a strong bond with the trade unionists from the private sector and little sense of kinship with school administrators. Cites several reasons why the unions are working to change the laws governing noncertified workers.…

Results suggest that subordinates who perceive their supervisors as highly involved in organizational politics are less open in communication and less satisfied with their supervisors than subordinates who perceive their supervisors as moderately or minimally involved. (PD)

Blue-collar unionism is now a reality on many campuses. Colleges and universities must begin to prepare for unionization campaigns before they occur by examining their institution and its vulnerability to a unionization campaign. Legal counsel should be sought and staff prepared so that the institutional response is legally correct. (MLW)

Job sharing is a relatively new idea in which two or more people share the hours, the work, and the responsibilities of one job. Advantages and disadvantages to this situation are discussed in relation to the experiences of two nurses who shared a position as district nurse. (JN)

Having a labor pool of retirees available on an as-needed basis to meet temporary increases in work loads was especially appealing to 30 managers questioned in a study. The major obstacle in implementing options was managers' perceptions that older workers and supervisors were not interested in such alternatives. (Author/CT)

Explored the independent and joint effects of organizational commitment and job satisfaction on variables relevant to employees' withdrawal intentions. Participants (N=175) completed instruments relating to organizational commitment, job-facet satisfaction, and intention to quit. Results indicate commitment bears a strong relationship to…

Discusses a study of the effects of work and expanded employee participation in decision making on four employee outcomes: alienation, job satisfaction, life satisfaction, and commitment. (Author/JOW)