An atmosphere of antagonism exists between Baby Boomer bosses and Generation X employees. Much of the friction is due either to the way that the two groups were raised or to the economic future they face. To make the best of an uncertain economic future, it is essential that the groups try to understand each other. (JOW)

Under the "new" work covenant, employer and employee share responsibility for maintaining and enhancing the individual's employability inside and outside the company. The agreement gives employees the opportunity to develop their employability in exchange for better productivity and a degree of commitment to the company. (JOW)

Regardless of their content, employee-development activities can engender common interests or mutuality with benefits to employer and employee. They promote lifelong learning, flexibility, increased motivation, commitment, loyalty, and hence effectiveness. (SK)

Problems faced by corporate trainers include the following: (1) no staff; (2) low attendance; (3) trainees' bad attitude; (4) information overload on the Internet; (5) lack of competent staff; (6) convincing the boss of the value of training; (7) making training stick; (8) making training cost effective; (9) training experts to train; and (10)…

Focus groups with 50 managers and interviews with 14 adults in "Generation X" (aged 24 to 32) elicited three themes: the work environment must support continuing learning, mentors and leaders should lead by example, and this age cohort places major importance on multidimensional lives. Mentor relationships in the workplace were valued.…

Gallup interviews with 1012 workers found that those on the receiving end of employer-sponsored training value it. Training makes a difference on the job and in they way they view their employer. Younger workers give training higher marks than do older workers. (JOW)

Begins an international conversation among reading teachers and other literacy educators about the intersection of literacy and the world of work. Describes the complex workplace literacy requirements of a front-line worker in Silicon Valley. (SR)

Despite evidence supporting person-centered human resource development, control is the predominant model used. An approach to workplace learning in the construction industry--work activity briefings--demonstrates application of a developmental method. Changes in team and group relationships and supervisor attitudes can result. (SK)

Interviews with 20 employees 5 years after a factory closure explored pre- and postlayoff experiences and perceptions of current employers. The experience of the violation of the psychological contract affected perceptions of loyalty, commitment, and trust that were transferred to the current employer. (SK)

Discusses the transformation of leadership in today's work environment and the use of the Stephen Covey's "Seven Habits Workshop" to help train members within facility management operations. The successful use of the workshop at the University of Missouri (Columbia) is described. (GR)

Dissatisfaction with managers is a major cause of employee turnover The Charles Schwab Corporation surveys employees annually and holds employee focus groups and online town meetings. The information is used for the coaching and training of department heads. (JOW)

The consequences of the trend toward salaried physicians working for a company has significant implications for all stakeholders in health care including organizational development, career development, human resource, education, research, and consulting professionals who interface with this industry on a regular basis. (Author/JOW)

Today's companies are looking for managers who are independent and have the courage of their convictions. Although companies want leaders who will speak their minds, the new leaders must be team players who are devoted to helping to realize the chief operating officer's vision. (JOW)

A survey of 15 corporate volunteer program managers found that administration was complicated by limited staff time and lack of clear policies; employee preferences and incentives/rewards had a higher priority than impact on customers and community; feedback on program results was mostly informal; and 73% reported no measurement process. (Contains…

Employing organizations are the main beneficiaries of accreditation of work-based learning. Universities involved in providing it need to safeguard the interests of learners and society from exploitation. Work-based learning needs to be viewed beyond the narrow skills and competencies approach, recognizing and valuing practical judgment in job…