This paper reports on the results of an online survey that asked Manitoba employers about the employment of older workers. The survey attempted to gain insight into benefits of and challenges to engaging older workers; strategies to recruit, retain, and engage older workers; and the role of education and training for older workers. This research…

A key concern of educational leaders in faith-based schools is their ability to hire faculty members who support institutional missions. Insofar as the American legal system protects the rights of leaders in faith-based schools to hire those who share in school goals, this article is divided into three substantive sections. The first section…

One way to define culture is "the way a group of people prefer to behave." The trick for organizational leaders is to find ways to ensure that the company culture, that is the way their people prefer to behave, is supportive of what is needed to successfully deliver the company strategy. Using a criteron-referenced approach, we can first examine…

A survey of human resource professionals in 165 European companies revealed a lack of innovative practices characteristic of learning organizations. However, respondents indicated that strategies to stimulate learning and knowledge sharing are increasingly important, so barriers such as lack of time, lack of goal clarity, and insufficient learning…

Twelve key factors influence an organization's ability to learn and change: strategy/vision, executive practices, managerial practices, climate, organizational structure, information flow, individual/team practices, work processes, performance goals/feedback, training/education, individual/team development, and rewards/recognition. (SK)

Effectiveness of organizational training and development (T&D) hinges on three factors: (1) relationship of T&D to the organizational culture; (2) management practices that cause training to flourish or fail; and (3) extent of awareness that T&D should be integrated into strategic planning processes. (SK)

After operating an outsourced library onsite for six years, the computer company Sun Microsystems converted the eight outsourced workers into full-time, regular staff. The Sun library manager demonstrates the advantages of outsourcing: core competencies, cost savings, and value added. (AEF)

Defines return on investment (ROI); describes the individual articles included in this special section of the journal which focuses on the process of ROI in organizations. Together, this collection of articles displays a wide variety of views about the necessity for ROI and the quality and quantity of its use. (AEF)

Develops a model for privacy regulation in workplaces that identifies three elements: environmental mechanisms (physical elements of workspaces), behavioral mechanisms (overt and cognitive behaviors expressing territoriality or adaptation), and social mechanisms (organizational policy and social supports for individual and group privacy. (Contains…

Argues that applying persuasion strategies to internal marketing efforts can facilitate the adoption of a customer orientation among employees and elicit greater commitment to the company and its goals. Examines four specific persuasion strategies: defining the customer satisfaction link; encouraging self-efficacy; providing rewards; and creating…

Suggests that human resources development professionals need to change their performance improvement focus and philosophy to embrace the importance of building on strengths and managing weaknesses. Identifies five characteristics indicative of employees' strengths. Describes seven strategies to help employees minimize their weaknesses while…

In the current career climate characterized by change and turbulence, employees may demonstrate limited organizational commitment to their employers. Rousseau (1998) suggests that two key ways to elicit loyalty from employees today are to reinforce perceptions of organizational membership and demonstrate organizational care and support for…

Developmental and situational experiences of individuals affecting organizational behavior are distributed predictably in contemporary higher education. It is possible that universities will experience institutional "passages" as a result of the widely shared experiences of their members. (JOW)

Describes how the Pendergast School District in Phoenix, Arizona, completed a year-long process of strategic employee reclassification and work-function analysis. The district's two objectives were to establish internal equity and maintain external competitiveness. Describes in detail how the jobs were assessed and the recommendations put into…

This article proposes that college admissions officers interested in improving service should focus on creating customer delight rather than simply satisfaction, studying the system when things go wrong rather than placing blame, establishing employee well-being as the highest priority of the organization, providing necessary tools and training…