Managerial motivation models have evolved beyond the human resource tradition of the 1960s and the 1970s to a form of corporate involvement with the personal needs of employees, many of whose family lifestyles have changed dramatically. To analyze the new role for companies and the corporate concern for employees' well-being, this research study…

After specifying dimensions of negative emotion associated with child care program and staff evaluation, this discussion describes three aspects of a complete evaluation process: communication climate, evaluation tools, and procedures for evaluation. It is asserted that creating a trusting atmosphere is the key to effective evaluation;…

Gives suggestions for early childhood program directors who seek to develop people-centered environments where the needs of staff as well as children will be recognized and met. (NH)

Offers practical ideas from the worlds of business and social sciences that can be used in child care centers. (HOD)

College development administrators are wise to make special efforts to keep their best contact staff, those who have significant contact with major gift prospects. However, those officers are likely to be recruited away. When they do leave, a structured transition is best for all parties. (MSE)

This monograph is presented as a practical guide for appraising the performance of classified employees in Georgia and contains materials designed for adaptation by other state school districts. The monograph provides a literature synthesis and a generic performance appraisal system. Following an introduction and overview, section 2,…

This paper describes the Deaf Employment Task Force established at a Fortune 500 corporation in Southern California and proposes a model for developing such a task force at other corporations. The task force consisted of an average of 15 managerial and professional individuals, representatives of a deaf employee support group, and a deaf…

Argues that student employees need improved on-the-job training and more staff development opportunities. Describes the structured student employee training program at St. Louis Community College (SLCC) at Meramec, Missouri. Underscores the importance of employer support for the program and reviews results of the SLCC project. (DMM)

Two key principles in recognizing, empowering, and tapping the potential of "behind-the-scenes" college and university employees are discussed: finding leaders among them and linking the role of backstage employees to the core mission of the institution. A third and essential ingredient is administrative consistency in applying these principles.…

Guidelines obtained from interviews with over 30 companies or business consultants are suitable for school administrators. Successful managers are increasingly interested in quality of work life, motivation, staff development, and public relations. (MLF)

This article argues that a sound performance evaluation system benefits the employee, supervisor, and organization by providing a written record of efforts, by motivating employees, and by maximizing employee growth potential. It proposes that such performance evaluations are compatible with the Total Quality Management approach. Principles of…

A collaborative study was conducted by representatives of the Prince George's Chamber of Commerce, the University of Maryland University College, and Prince George's Community College to identify the training and professional development activities most desired by county business leaders. Surveys were mailed to 5,000 of the 15,125 businesses…

This booklet outlines the new policy context facing adult and community learning (ACL) providers in Great Britain in their pursuit of high-quality learning experiences for their customers. It shows how a Total Quality Management (TQM) approach to supporting staff development can be effective in securing quality. TQM components are values,…

This revised handbook on the theory and practice of human resources management and development (HRM/D) focuses on people management and the personnel development processes. The book's 18 parts and 102 chapters by 107 contributors provide authoritative and comprehensive information on every aspect of modern HRM/D. Part 1 provides an overview of…

Compiled in response to California legislation excluding confidential employees (staff whose jobs involve access to information regarding employer-employee relations) from collective bargaining units and authorizing districts to expand their management teams to include confidential employees, this handbook defines the role of the confidential…