Job enrichment means giving people more decision-making power, more responsibility, more grasp of the totality of the job, and a sense of their own importance in the company. This article presents evidence of the successful working of this approach (Donnelly Mirrors), and the lack of success with an opposing approach (General Motors). (NL)

Provides pointers for the new engineering manager on building self-confidence and establishing positive employer/employee relationships. Includes distinctive traits managers should have, ways to ease frustrations (such as giving a challenging first assignment and recognizing good work), a plan to achieve managerial goals, and relationships with…

Shows how career development programs often fail because of poor planning and lack of attenion to the four major players--the individual, the manager, the trainer/human resource development specialist, and the organization. (Availability: 1190 South Bascom Avenue, Suite 211, San Jose, CA 95128) (JOW)

Outlines a five-step formula to help supervisors deal with employee problems: (1) recognize that a problem exists, (2) document the employee's performance, (3) apply the company's discipline process, (4) refer to an appropriate agency, and (5) help the employee readjust to the work environment when the problem no longer exists. (JOW)

Reviews Japanese management concepts currently popular in business and education, including worker involvement, situational management, individual selection of workers, lifetime employment, and the quality circle. Suggests 10 applications of such concepts to educational administration but urges caution and recognition of the interrelationships…

Presents a study which looked at the ways in which managers affect employees' careers. The study resulted in the formation of a proposed schedule for a training program and a career planning process model. The authors also suggest a possible set of feedback guidelines. (CT)

Burnout is a problem among nurses and other helping professionals. Reports reviewed here will help nursing administrators recognize signs of burnout among their staff. The author cites the need for research and makes suggestions to alleviate the problem. (JOW)

Quality of work life is examined as it applies to a company's decision to implement automation changeover and whether or not employees are involved in design decisions. (CT)

Employers can be subjected to substantial legal responsibilities and liabilities. The employer's obligations to employees; the consequences of mislabeling an employee as a consultant; how to determine who may be a consultant; and criteria for authorizing a consulting position are examined. (MLW)

This article considers the following questions: Who is likely to get romantically involved at work? Why do such relationships develop? What happens in these relationships? What impact do such relationships have on one's peers at work? How do managers respond to staff members who are romantically involved at work? (CT)

Discusses ways of identifying stress and its sources and then changing it by altering behavior patterns. Guidelines are provided for implementing a stress management program. (Author/MLF)

The relationship between perceived satisfaction with leadership in selected organizational processes and managerial philosophies of subordinates and superordinates was investigated using the Managerial Philosophies Scale and the Diagnostic Survey for Leadership Improvement (which were administered to 66 department heads and 186 members of one…

Ways to add efficiency to negotiations between school district management and employee organizations. (Author/MLF)

Examines how first-level supervisors identify and manage marginal employees. Suggests that the appropriate use of sanctions may be perceived by employees as legitimate and may be conducive to the development of productive group norms. (Author/IRT)

Examines five potential problems concerning performance evaluation, including (1) personnel managers' organizational knowledge and where the employee fits in that organization; (2) how managers prepare performance standards; (3) how managers identify employee competence; (4) how performance standards are measured; and (5) results of performance…