Techniques teachers use to gain influence in their work places were examined. Techniques of employee influence appeared to fall into categories according to the way that they provide or deny legitimacy to the organization's formal and informal rules or to its administrators. (CJ)

An increase in Age Discrimination in Employment Act (ADEA) claims prompted a review of the 99 ADEA cases reported by the federal courts in a 15-month period. Administrators are offered 10 recommendations, 9 of which are specifically relevant to ADEA. (Author/MLF)

A study of Massachusetts teacher contracts and interviews with educators in four districts indicated several factors that can affect the impact of applying seniority agreements when laying off teachers. These factors include the size of the layoff unit, bumping rights, prerequisites for teaching in a second field, and reassignment prerogatives.…

Interview data collected in Illinois and California school districts were used to conclude that teacher organizations and collective bargaining were (1) substantially changing the definitions of teacher work roles and the services schools provide children; and (2) altering the primary mechanisms for monitoring the quality of educational service…

Intended to increase managers' awareness of sources of conflict involving subordinates, this article offers means for anticipating or identifying these conflicts and solutions for dealing with them. (Author/MLF)

Considers: (1) subsidized, nonsubsidized, and employer-supported child care; (2) child care concerns of private industry (e.g., expanding need, eligibility, and custodial versus developmental programs); (3) barriers to employer-supported services (e.g., costs, underutilization of center, and inequality of benefits); (4) planning considerations;…

Provides details pertaining to the Occupational Safety and Health Administration (OSHA) ruling that gives employees, their designated representatives, and OSHA the right to examine their on-the-job medical records. Discusses the effects the ruling may have on organizations. (Author/MLF)

The author presents three illustrations that show how co-op employers can help in adapting a course to the real world. The examples are (1) conventions of business letter writing, (2) justification reports, and (3) on-the-job terminology. (CT)

Argues that the test of employer motivation in firings used by the Supreme Court in the case of Mount Healthy City School District Board v. Doyle and by the National Labor Relations Board in its Wright Line decision is inappropriate when an employer's alleged anti-union animus is involved. (Author/RW)

Cites court cases that show fired workers contesting their discharges and winning both back pay and reinstatement. (Author/WD)

Investigated the causal direction between interpersonal trust and assessed value of an MBO program in a large mass-transit organization. Three measures of trust were collected. Results indicated that trust in superiors and trust in top management affect the assessed value of MBO and suggests that an interaction effect occurred. (Author)

Charts the evolution of the notion that the employer bears a certain responsibility for the troubled employee as it has emerged through laws and arbitration and considers the nature and scope of that responsibility. Available from St. John's Law Review, Fromkes Hall, Grand Central and Utopia Parkways, Jamaica, NY 11439. (Author/IRT)

In management's new age, more and more people will express their conviction that work can and should provide great intrinsic rewards. Therefore, management must become more aware of and more responsive to our era's changing values. (JOW)

To help students find job satisfaction, teachers should advise office education students about what employers will expect of them, how to fill out a job application, what to expect in clerical tests, the reason for personality and intelligence tests, and different aspects of the job interview. (CT)

Stating that motivation is a product of the interaction between employer and employee, the authors discuss the "Pygmalion effect" (whereby the expectations of a manager influence the performance of subordinates), the importance of communication, and the components of nonverbal communication: environment, proxemics, postures, gestures,…