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Peer reviewedSchiff, Frank W. – Futurist, 1983
Workers and employers must carefully weigh the advantages and disadvantages of new "work at home" (flexiplace) arrangements. Discussed are: advantages of flexiplace for workers, such as no commuting; advantages for employers, such as increased productivity; and arguments against, such as supervisory problems. (NW)
Descriptors: Employer Employee Relationship, Futures (of Society), Teleworking, Work Environment
Metz, Edmund J. – Training and Development Journal, 1981
While articles written about quality circles are always positive, there are negative aspects to such programs, and there have been programs which have failed. This article describes the advantages and disadvantages of Quality Circle Programs. (JOW)
Descriptors: Employer Employee Relationship, Organizational Development, Organizational Effectiveness, Quality Control
Kaye, Beverly L. – Training and Development Journal, 1981
To be effective, career development programs in organizations must be linked to other human resource activities that are already in place. Includes a six-stage cycle for the career development process. (Author/JOW)
Descriptors: Career Development, Employer Employee Relationship, Human Resources, Linking Agents
Stephens, Bobby N. – School Business Affairs, 1982
Good communication skills distinguish the poor manager from the effective manager. Effective communication skills on the part of managers can determine the effort and productivity of employees. (Author/MLF)
Descriptors: Communication Skills, Employer Employee Relationship, Job Performance, Supervisory Methods
Hayes, James L. – American School and University, 1981
Discussed are some of the more common listening traps that every manager must face and the five basic components to nondirective listening. (Author/MLF)
Descriptors: Administrator Guides, Communication Skills, Employer Employee Relationship, Listening Skills
Dixon, R. – Training Officer, 1980
The supervisor's traditional role of authority and leadership has changed, accompanied by a gradual diminution of his/her status. Training in industrial relations would help the supervisor understand his/her new role and reestablish his/her self-esteem. The process of training for supervisors must assume priority within the activities of the…
Descriptors: Employer Employee Relationship, Labor Relations, Management Development, Supervisory Training
Bellman, Geoff – Training, 1981
Discusses nine areas to be considered in performance evaluation: (1) objectives, (2) frequency, (3) involvement, (4) skills, (5) employee responsibility, (6) prediscussion, (7) growth, (8) evaluation of the evaluation, and (9) employer evaluation. (JOW)
Descriptors: Employer Employee Relationship, Job Performance, Personnel Evaluation, Staff Development
Raine, Ronald V. – Personnel Administrator, 1979
Effective labor relations training for first-line supervisors should cover the contract, basic labor relations principles, consistent application of discipline, and cost savings concepts. (Author/IRT)
Descriptors: Administrator Education, Contracts, Employer Employee Relationship, Labor Relations
Hundley, John R., III – Personnel, 1976
Alert management heads off potential personnel problems by setting up early-warning systems on employee concerns, wants, and needs. (For availability, see EA 507 433.) (Author)
Descriptors: Advisory Committees, Employer Employee Relationship, Information Seeking, Personnel Policy
Hayes, James L. – American School and University, 1977
An anticrime environment can be created by (1) listing documented cases of internal theft on employee records; (2) alerting employees to the consumer impact of crimes against organizations; and (3) establishing an atmosphere of cooperation and mutual support within the staff. (Author/MLF)
Descriptors: Crime, Employer Employee Relationship, Higher Education, Institutions
Peer reviewedPeterson, Lori West; Albrecht, Terrance L. – Western Journal of Communication, 1996
Determines whether relational patterns in design logics exist, enabling the identification and prediction of mixed-status relationships where social support is enhanced. Finds, among a voluntary sample of nurses, highest levels of relational support in relationships where the nurse-manager employs (but the staff nurse does not) a…
Descriptors: Communication Research, Employer Employee Relationship, Higher Education, Interpersonal Communication
Peer reviewedTudor, Thomas R.; Sleeth, Randall G. – Journal of Technical Writing and Communication, 1997
Argues that successful "rightsizing" requires that managers preserve the morale and productivity of the remaining employees. Finds a communication consultant can offer guidance on how to maintain employee morale, help employees perceive the layoffs as fair, take care of employees who have lost their jobs, assist management with layoff…
Descriptors: Employer Employee Relationship, Job Layoff, Organizational Change, Organizational Communication
Peer reviewedPhillips, Antoinette S.; Bedeian, Arthur G. – Social Behavior and Personality, 1989
Reviews research on premenstrual syndrome (PMS) to integrate the more relevant work-related findings. Suggests longitudinal prospective studies, mediating process, attributions, individual coping mechanisms, and interdisciplinary research is needed. (Author/ABL)
Descriptors: Employed Women, Employer Employee Relationship, Research Needs, Work Environment
Peer reviewedRaskin, A. H. – Monthly Labor Review, 1989
As a manager, and later as a government executive, Cyrus S. Ching pointed the way to a cooperative system of labor relations by showing that differences are more easily resolved when reason prevails. (Author)
Descriptors: Biographies, Collective Bargaining, Employer Employee Relationship, Labor Relations
Peer reviewedChelte, Anthony F.; And Others – Work and Occupations: An International Sociological Journal, 1989
Corporate culture may be the most difficult barrier to overcome in implementing an employee involvement program, and management action is critical in shaping and maintaining that culture. To eliminate resistance to basic changes, organizational values must be identified and recognized by the most powerful purveyor of corporate culture. (Author/JOW)
Descriptors: Change Strategies, Employer Employee Relationship, Organizational Change, Organizational Climate


