Staff of the Adult Learning Resource Center in Des Plaines, Illinois, expanded their traditional program of adult education support services to include workplace training and support. A Workforce Education Provider Discussion Group was established. (Author/JOW)

Describes the career development programs used by IBM, Bell Atlantic, and Xerox. They consist of career assessment by the employee, with the manager performing the role of facilitator. The organizations provide an environment conducive to professional growth, training and development opportunities, and support for the programs. (JOW)

A mentorship model to provide leadership for staff development has five key steps: engender trust, understand learner movement in a development framework, introduce conflict and encourage learner voice, emphasize positive movement, and attend to the relationship. (SK)

There is conflicting empirical evidence regarding the learning potential of the workplace. Some studies conclude that workplaces should be seen as strong learning environments, whereas others show evidence of the ineffectiveness of the workplace as a learning environment. In this article, we argue that this disagreement might be caused by…

The advent of a nationwide service economy is having profound effects on the relationship between workers and the workplace. Trainers and chief executive officers alike need to plan for the inevitable. (Author)

Looks at the growth of knowledge and its impact on people and organizations, theoretical models for human resource development, trends in the work force and the workplace, and the implications of the first three for industrial education. (SK)

Responses to midcareer issues must develop from the recognition that some values of the emerging work force differ from those of staff in their 50s. An organization's best interest lies in listening to the needs of staff, finding new ways to enrich their lives and accommodate its policies to their legitimate drive for self-direction. (JOW)

Traces the expansion of human resource development (HRD) into spirituality. Identifies associated problems: contradiction between the purposes of spirituality and HRD, religious fundamentalism, invasion of privacy, potential for manipulation, coercion into the global economy, and simplistic and naive treatment of spiritual community. (SK)

Career development activities are being linked to business goals at Tektronix on the basis of the following principles: full truth, win-win, personnel confidentiality, and mandatory training and development. (JOW)

Economic factors, administrative changes, and productivity concerns require that higher education focus more clearly on a variety of issues in four areas of human resource management: (1) the need for leadership in the new, more diverse workforce; (2) work issues (quality of life, alternative scheduling, performance evaluation, training); (3)…

Differences in men's and women's communication styles affect their interactions with each other. Organizations must be flexible enough to recognize situations in which traditional male values of competition may be most functional and those in which more collaborative, female strategies are more appropriate. Personnel training can help ensure that…

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)

"Foreword" (Handy); "Creda's Vocational Training Scheme" (Bradley); "IBM: Learning for Life" (Stevenson); "Personal Development at Sainsbury's" (Deaves); "Ford Employee Development and Assistance Programmes" (Moore); "Hotpoint North Wales" (Jones); "Derbyshire Employee Development…

Examines the implications for educators of the "Motivation-Hygiene Theory" proposed by Frederick Herzberg. Suggests increasing staff opportunities for goal setting, decision making, and expanded professional competence as strategies for developing staff motivation. (Author/MLF)

If female outdoor leaders assume a leadership style incongruent to their gender role, they may receive negative evaluations even though situations necessitate such behavior. Male and female outdoor leaders can break down gender-role expectations by identifying their own leadership styles and gender biases, creating awareness in colleagues of…