This publication contains the following chapters: Introduction: People and Profits; What Is in an Attitude Survey?; Objectives and Benefits of Attitude Surveys; How Surveys Are Conducted; and The Case Studies. Three appendices and a bibliography are included. (DB)

This pamphlet provides supervisors with brief pointers in dealing with and aiding young workers. (For related documents, see AC 014 426, 428-429.) (KM)

There are many similarities in collective bargaining as it is carried on in different types of political subdivisions. Where organizations are competing for the right to represent a group of workers, the concept of "majority rules" generally prevails. The election and designation of a specific bargaining unit occasionally needs clarification in…

This investigation examines the relationship of managers' descriptions of organizational climate to their participation in informal helping interactions at work. Three distinct aspects of organizational climate, derived from Likert and Argyris, were related to several areas of helper and helpee behavior and disclosure of problems and help-seeking…

This model depicts communication situations in which each participant experiences a conception of self and another's experience of that conception. Confirmation or disconfirmation of these experiences is called self-validation. The model suggests that supervisors should initiate the use of four interpersonal skills during employee evaluation.…

Examines six value systems that employees and supervisors operate within, and considers the implications for the relationships between employees and supervisors who do and don't share value systems. (IRT)

The process of delegation makes possible the extension of one's abilities, encourages teamwork, and results in greater productivity. (Author)

The author examines the union-organizing drive and discusses a number of tactics that a firm can use to counteract the union once its drive is underway. Some of the points discussed are how to respond to a union demand for recognition, how to train supervisors and managers to handle these demands, and how to deal with information and solicitation.…

Managers should understand that people react to proposed changes in a variety of ways and make every effort to recognize what their employees' responses to change actually are and what factors are likely to affect their responses. (Author)

The issue of plateauing (reaching one's promotional ceiling) is one that is too often ignored because organizations are afraid that people will lose their motivation. Executives can successfully address the problem and owe it to their employees to do so. (JOW)

Role analysis is a powerful yet simple organizational development technique. When expectations are clarified, individual team members can become more effective and efficient. Then, synergy occurs and the whole team becomes more effective. (JOW)

Discusses court cases (N=53) to determine the standards set by the courts for establishing a claim of age discrimination under the Age Discrimination in Employment Act, as amended. Examines the legal implications of this information for employers and professionals, as well as the implications on future age-related research. (LLL)

Career development works only if employees accept responsibility for their own careers. Conventional programs often leave employees passively waiting for the company's next move. It would be better to provide employees with resources and guidance, allowing them to find their own answers at their own pace in their own way. (JOW)

University of Arizona employees (N=182) participated in studies of the valuation of fringe benefits. Findings include a lack of employee knowledge regarding employer cost and market value of the studied benefit and undervaluation of the benefit by employees. Findings are consistent with the hypothesis that employee benefit valuations anchor on…