The scope of individual employee rights to engage in activities under the National Labor Relations Act and the concomitant restrictions on employer actions, as interpreted in decisions of the National Labor Relations Board and the courts, are examined on the premise that college administrators are well-advised to understand them. (JT)

The Vice-Chancelor for Administration of the City University of New York (CUNY) gives an anecdotal account of the experience at CUNY, the first major university to negotiate and enter into a contractual relationship with its faculty. Emphasis is on the problems encountered, their ultimate resolution, and questions that remain unresolved. (JT)

Reviews recent state and federal court decisions dealing with issues relevant to educational finance. Within the area of elementary and secondary education, cases involve general school finance, state funding programs, employee negotiations, and business management. In the area of higher education, cases involve taxation, student fees,…

It's a familiar situation: Your counseling intuition tells you to do one thing and your employing institution tells you to do another. Here's a procedure for bringing this dissonance into harmony. (Author)

Authority consists of a subjective aspect, the accepting of a communication, and an objective aspect, the character in the communication by virtue of which it is accepted. Of these, the former is the more important, for there is no authority if the communication is rejected. (Author/WM)

A primary shortcoming of the Occupational Safety and Health Act of 1970 is that it provides the employer with too many phases of postponement of responsibility. However, positive administrative action has included organized labor's entry into all levels of job safety and health activities. (MW)

Low labor turnover is an essential factor in the success of an enterprise. Steps in dealing with the turnover problem include: establish the objective, get the facts, decide what to do, take action, and check results. (MW)

Most older workers continue to work hard and perform well; those who do not often perceive that their opportunities for promotion and increased earnings are limited. Six principles of management particularly apply to older workers: (1) recognize that needs can be powerful motivators; (2) link need satisfaction to job performance; (3) set specific,…

This study updates a 1985 study which examined the perceptions, policies, and practices of American business regarding older workers, and placed them in the context of larger economic, demographic, and social trends shaping the business climate. The new survey was conducted in July 1989 among a random sample of 400 companies, with 100 each in 4…

Approximately six to eight percent of the nation's workers have problems which affect their job performance; without assistance, these problems become worse, affect others, and may have serious consequences to the employer as well. The Employee Assistance Program (EAP) is a pragmatic but compassionate attempt to improve performance by constructing…

A study was conducted to examine the face support and control moves that occur in a manager's communication to a poorly performing subordinate over the sequence of his or her violation. Face support was defined according to the degree of approval (positive face) and the degree of freedom (autonomy) given to the poor performers to define a course…

Power and influence are fundamental determinants of the direction and quality of interpersonal relationships. Research has shown that women tend to have less power than men in their intimate and professional relationships and that men are more likely than women to use direct strategies to achieve their goals. A study was conducted to investigate…

A questionnaire was administered to 94 first- and middle-level managers from 19 different state agencies in Texas in an effort to analyze conditions under which managers were most likely to disclose task-relevant confidential information to their subordinates. The open-ended items on the questionnaire investigated the types of confidential…

This training package explains productivity in terms of the difference between worker output and company input. Output is defined in terms of the products and/or services of an organization (number and/or quality of units produced, efficiency of time use, marginal profits) and in terms of behavior (labor turnover, disruptions in routine, wasted…

It has been suggested that different forms of organizational commitment have different outcomes as well as different antecedents. To test the hypothesis that instrumental attachment to an organization is associated with members' investments in the organization, and that affective attachment to an organization is influenced primarily by the way the…