A systems model of industrial relations is tried out on some practitioners and some basic deficiencies are uncovered. Suggests an approach to industrial training which may be helpful in clarifying, improving, and changing practices. (Author)

Discusses research that shows the conditions most likely to be associated with a successful job enrichment program. (Author/LD)

The Westchester (New York) Chapter of the American Society for Training and Development presented a panel discussion focusing on the process of matching skills, career goals, and objectives of employees to the needs of the corporation. Their findings are presented in this article. (CT)

Reports the results and difficulties of a study designed to determine if there is a relationship between employee fitness and employee performance. (Author/MLF)

Presents ten truisms about motivation that are frequently used in the world of training and employee development. Explains why they are all false. (CSS)

The benefits of and restrictions imposed on qualified pension and profit-sharing plans are discussed in terms of Excess Benefit Plans (EPB), a type of deferred compensation plan. EPBs and unfunded deferred compensation plans offer flexible methods of providing additional benefits for executives and key employees. (LBH)

Examines how conflicts between management and workers over division of labor are enacted in two manuals--the official manual operationalizing Internal Revenue Service (IRS) regulations and a "translation" of the official manual--governing tax examiners' work in an IRS Service Center. Finds that systemic differences between the manuals…

Coded data from 83 work ethnographies and a telephone survey of 371 workers found that coworker solidarity generates high job satisfaction and better relations with management. Effects of the quality of coworker relationships equaled or exceeded the effects of job characteristics on satisfaction or management relations. (SK)

In a learning organization, growth, learning, improvement, and everlasting experimentation are woven into its culture and employees not in a perpetual state of change will be unable to cope. Mentors can assist by finding a teachable moment, providing support without rescuing, and demonstrating authenticity, not perfection. JOW)

Argues that Shoshana Zuboff's 1988 book, "In the Age of the Smart Machine: The Future of Work and Power," offers important insights for the "informated" workplace, where computers are used to automate work processes and provide vast quantities of information about processes, products, and people. Discusses how advances in technology have caused…

Discusses nine principles that have worked well at the University of Florida physical plant to recruit and retain high-quality employees: create a supportive environment, "rock and roll up" your sleeves, help people smile on the inside, be enthusiastic, develop and train everybody, keep learning, listen carefully, enhance performance…

Discusses how administrators with responsibility for managing projects involving vendors outside the organization can cultivate a productive working relationship. Highlights include how to select and work with outside vendors; cultivating vendor skills; the role of the corporate client; the former employee as vendor; and a profile of a successful…

Reviews evidence and argues for view that managerial pay allocations are influenced by degree of dependent on subordinate and by threats to that dependent. Explores issues of managerial discretion and pay allocation and pay as a means of managing dependencies. Identifies major sources of objective and subjective dependence on subordinates.…

No or poor orientation can reduce new employees' effectiveness and contribute to dissatisfaction and turnover, costing the company money. The orientation programs of large companies such as Disney, Texas Instruments, and Corning Glass are successful due to high expectations, supervisor and senior management involvement, anxiety reduction, and…

Predicts that the social contract between employers and employees will be radically different in the future. Discusses four truths in employment and looks at lifelong learning and the role of the university. Identifies most significant aspect of new contract between employees and employers to be continued movement toward individual contracts. (NB)