The supervisor of today must ensure that all rewards are performance-based and that nonfinancial, social rewards are included. (Author/MLF)

Discusses management theories and reports on a study establishing that, if managers are exposed to modern human resources management theories through a series of training programs, they will adopt a participative leadership style, and that this style will be reflected in their attitudes and the perceptions of their subordinates. (Author/IRT)

The training literature assumes that formal training is concentrated at the beginning of employment. Examination of the relationship between tenure and the probability of receiving training found that a substantial amount takes place later and therefore may be given to workers less likely to change jobs. (SK)

A study identified career-impeding supervisory behaviors reported by 247 African Americans and 647 European Americans in New Jersey state government. European Americans were more satisfied with their jobs and experienced less career-impeding supervisory behavior than African Americans. Gender differences were not significant. (JOW)

A study of 291 students at varying stages of training for law (45%), accounting (40%), or human resource management (15%) found that those in traditional professions had greater exposure to employers, more engagement in recruiting, and more experience of selection processes. This greater activity was associated with career expectations and…

Presents the results of a study that focused on employees (n=114) from various industries and organizations. Reports that organizational citizenship behaviors increased when employees viewed fair treatment by supervisors as more positive. Includes references. (CMK)

Results of recent studies on why people leave or stay with an employer identified organizational, job, and leadership issues. Factors included job satisfaction, organizational climate, salary and benefits, loyalty, and anxiety about the economy and job market. Research showed three periods of highest risk of turnover: after the initial 30-60 days,…

Employee surveys before and 9 and 32 months after total quality management (TQM) implementation (n=186, 166, 118) identified three individual characteristics that collectively explained the variance in and better predicted TQM adoption: organizational commitment, trust in colleagues, and importance of higher-order needs for achievement and…

Interviews with nine employers who have hired, accommodated, and trained workers with visual impairments found that the majority expressed positive attitudes toward their workers. A few employers had shared their knowledge with other hiring managers. A model for enhancing the employment rate of job seekers with visual impairments is proposed.…

Presents a communications model based on the conduit metaphor and examines elements of the model from both theoretical and empirical perspectives. Suggests reasons why managers may not be convinced that miscommunication is an important organizational problem. Outlines a research program and explores pedagogical implications of the model. (KEH)

Offers suggestions for managers relative to the employee selection process, focusing on the identification of a potential employee's needs and the employer's motivators that affect employee productivity. Discusses the use of a preemployment survey and offers a questionnaire that allows matching of the employee's needs with employment…

Team briefing, a technique used to communicate information to employees on issues of concern, is examined in three different establishments. Problems in the way it is practiced are identified, with the suggestion that its appropriateness and effectiveness may depend on the type of company or service in question. (SK)

The increase of temporary workers, part-time workers, and consultants has caused corporations to make major changes in their human resource systems. These changes have produced both benefits and costs. Estimates of the growth of the contingent work force between 1980 and 1987 vary from 17 to 23 percent. (CH)

Responses to midcareer issues must develop from the recognition that some values of the emerging work force differ from those of staff in their 50s. An organization's best interest lies in listening to the needs of staff, finding new ways to enrich their lives and accommodate its policies to their legitimate drive for self-direction. (JOW)

Provides a case study of a Japanese-owned British manufacturing plant. Its purpose was to establish reasons for the introduction of employee participation in the company's manufacturing plant. (JOW)