Since the first edition of this volume was published in 1962, new terms have entered the lexicon of labor relations practitioners, established terms have taken on new meanings, and others seem to have vanished. The revision brings descriptions into conformity with the matters described. New terms enter from at least three sources. The first source…

Advocacy has moved from a posture of interceding for clients to acting as guardian of the client's rights to autonomy and free choice. In spite of counterforces, such as perceived loyalty to an employer, nurses have been able to serve as advocates to clients as individuals and as groups. (JOW)

This article examines the meaning of exploitation with specific reference to industry and business. The authors contend that the concept of exploitation--"the unjust or improper use of another person for one's own profit or advantage"--should be studied to improve understanding of the dynamics of the workplace. (Author/CT)

Employers and politicians have become adept at using the threat of job loss to blackmail workers and communities into accepting unhealthy workplaces and community environmental damage. (RM)

How would your employees respond if asked to identify your management characteristics that lacked humaneness? The author provides a checklist to help you answer this difficult, thought-provoking question. (Editor)

Offers four suggestions for maintaining credibility: (1) be visible, (2) know your audience, (3) don't be blinded by how much you know, and (4) care about your audience. (Author/IRT)

The author maintains that features inherent in the traditional merchanistic organization hamper the creation of truly flexible and adaptive organizations. Areas focused upon are leadership, group processes and organizational structure. (26 references) (Author)

This study leads one to conclude that the supervision required or desired or responded to most positively by women is probably quite similar to male preferences for supervisors. (EB)

Human resource development professionals must help workers realistically assess their options and plan for retirement well in advance. To do this they need to be aware of the ramifications of corporate trends in retirement policies. (JOW)

When the economy improves, strikes will increase as workers strive for their share in the new wealth. It is up to training directors to push hard for company-wide strike-avoidance programs. (Author)

Compares the American and Japanese first-line supervisor: production statistics, supervisory style, company loyalty, management style, and communication. Also suggests what Americans might learn from the Japanese methods. (CT)

Instead of material trinkets, many companies now offer valuable preretirement programs that are either developed by their own personnel departments or made available through third-party organizations. Typically, most programs help employees prepare for retirement by offering general information, financial and legal counsel, and health guidelines.…

In contrast to the American system of management, Japanese management motivates its employees by challenging them with high goals and by providing inhouse training and development opportunities to meet their self-fulfillment needs. (Author/LD)

Survey responses from 270 of 451 workers suggested that active effort at work is related to opportunities for participation and recognition. Satisfaction, supervisor relations, seniority, and wages have little effect on effort. High white-collar workers report significantly higher effort and satisfaction. (SK)