Shows how jobs can be designed so that both satisfaction and performance result. Five satisfaction-oriented and five performance-oriented implementing concepts are discussed and summarized in tables. (Author/JD)

Presents eight noninstructional strategies for improving employees' performance in any organization. These alternatives to instruction include job redesign and reassignment, recruitment, organizational development, facilities and tool redesign, incentive and feedback systems, and provision of a strong rationale for the desired performance so…

There is a general consensus that school counseling is a profession in trouble. Most of the education reform movements underway in various states barely mention, if at all, the importance of school counseling, and counseling positions are in constant danger of being eliminated by school boards faced with budget restraints. Several factors…

Pettigrew and Martin overstate the causal priority of structure over social psychology in maintaining barriers to equal employment and downplay the importance of the research they review. Braddock and McPartland present a plausible case for the existence of institutional barriers to equal employment, but their research is not conclusive. (PS)

Jobs should be perceived in terms of their roles in achieving organizational objectives. As those objectives shift, jobs should be redefined. Job performance evaluations should focus on results rather than on activities. Job planning should involve both the organization and the individual job holder. Appendixes cover head teachers' job…

Discussion of job satisfaction and the level of job performance focuses on the effect of automation on job satisfaction among reference librarians. The influence of stress is discussed, a job strain model is explained, and examples of how to design a job to reduce the stress caused by automation are given. (12 references) (LRW)

This article examines some of the indicators that have been used to assess job commitment: statistical series on absence from work; quits; working part time by choice (phenomena generally associated with weak commitment); and multiple job-holding and overtime (often associated with strong commitment). (SSH)

Though career plateauing can be put off, it can seldom be entirely avoided. Distinction is made between plateauing of the job content type and plateauing of the structural or organizational type. Primary solutions involve job enrichment, performance goal adjustments, lateral transfers, or modified standards of appraisal. (SSH)