Top-down processes for institutionalizing ideas can stifle creativity. Xerox researchers learned how to combine process-based and practice-based methods in order to disseminate best practices from a community of repair technicians. (JOW)

Although there are important human resource basics, such as competitive pay and benefits and career growth opportunities, retention of information technology (IT) workers is less about money than it is about respectful treatment. Retention involves designing interesting jobs, giving recognition, providing regular feedback, and being flexible about…

This study investigated the ways in which workplace supports are conceptualized and implemented by four organizations that provide supported employment services. Findings indicate that each agency was driven by strong leadership and a cohesive vision and values with a history of innovation and change. Natural workplace supports were promoted in…

Explores work environment assessment when the employees are asked to offer their assessment. A sample survey is provided along with an explanation of its components and tips on analyzing the work environment data collected. (GR)

Using data from two integrated steel-making sites, variation in the process and outcomes of workplace restructuring was studied. Four union capabilities were critical to success in negotiating with management over workplace restructuring: ability to access information, educate members, communicate with management, and access decision making at…

Acquired immune deficiency syndrome (AIDS) is a critical problem in Africa, where 80 percent of AIDS-related deaths attack the 20- to 49-year age group. Uganda has developed a strategy to fight the epidemic, including unions' work in fighting the virus and the discrimination affecting those with the disease. (JOW)

Discusses why there has been little growth in empowerment over the past 30 years. Suggests that executives often work against empowerment both consciously and unconsciously and that they often do not seem to want what they say they need. Makes some recommendations that may help executives think more sensibly about empowerment. (JOW)

Defines organizational learning, learning organizations, and self-directed learning. Explores the connection between self-directed learning and learning organizations and presents implications for practice and research. (SK)

Describes a program to enhance productivity by helping people build skills in the following work strategies: (1) initiative, (2) networking, (3) self-management, (4) perspective, (5) followership, (6) leadership, (7) teamwork, (8) organizational savvy, and (9) show-and-tell. Includes a star performer quiz and model. (JOW)

A workshop on diversity issues and training was attended by 99 middle managers. Compared to 51 controls, attendees rated diversity practices and their use of them higher. The social environment indirectly affected ratings but the work environment did not. (SK)

Proposes that situational factors in communities of practice should be considered when examining the social origins of knowledge and individual construction of it. Suggests that, because existing knowledge interacts with that from history, culture, and community, the roles of particular social circumstances in the construction of individuals'…

Defines action learning (AL), the AL problem, the AL set, the set as a learning lab, and the drawbacks of AL. (SK)

Psychometric properties of the Workplace Sexual Identity Management Measure were tested with 172 professionals. Results suggest it successfully assesses a continuum of lesbian and gay identity management strategies (passing, covering, implicitly out, explicitly out). (Contains 27 references.) (SK)

Tested the learning preferences of 1252 vocational education and training (VET) learners using the Canfield Learning Styles Inventory. Results indicate that VET learners prefer dependent learning rather than self-directed learning, and learning through observation and direct experience. Discusses the preparedness of VET learners for flexible…

Research on mentoring programs in organizations in New Zealand and Australia revealed the range of mentoring process and outcomes. Outcomes included improvements in retention, morale, motivation, equity, customer service, and the development of talent and leadership. (JOW)