Few companies are comfortable with their performance appraisal system. The author suggests trying (1) systems that recognize competing priorities and attempt to alleviate conflicts through intelligent design and (2) management training that emphasizes the importance of providing staff with ongoing feedback. (CH)

Ethics initiatives should provide employees with the tools they need to identify, clarify, and resolve ethical issues. Training efforts should focus on defining desired outcomes and considering the company's values and guidelines in working toward solutions to ethical problems. (SK)

Tips to trainers for influencing management to provide employee development programs are presented, with reference to the Fluor Corporation's People Resources Planning Center which the author developed. (MF)

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)

The author states that the classical authoritarian organizational model and managerial style are being replaced by participative and matrix forms of corporate activity. He focuses on setting tomorrow's norms in human resource development. (CT)