In a study designed to investigate methods for developing people in a corporate setting, data were collected from 258 male managers. Results indicate that mentoring is a significant predictor of career success for fast-track employees as well as for the steady-track form of career success. (CH)

The author explains why creating new programs in an organization and maintaining the programs over time requires a good program leader, integration into the organization, and constant attention to barriers and pitfalls. (CT)

The author states that many career development programs lack strategic attention to one or more system components in the model composed of content, process, and structure. He discusses how to fit career development activities into a model that addresses each component. (CH)

The manifesto establishes human resource development as a legitimate professional endeavor. It defines the nature of human resource development in organizational life and creates a significant place for this type of activity in all types of organizations. (Author/BP)

Career cycles should be considered apart from life cycles, even though the two are interrelated. This essay examines five theories about life and career cycles, and offers insights into their limitations and potential uses. (JB)

The author analyzes human resource planning, in which he gives the various aspects of career development a report card that, the author states, shows the field is far from achieving its self-stated goals. He states that succession planning and systems approaches would help this situation. (CT)

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

This article describes a step-by-step process that will help to increase the odds that career development efforts will be tuned into the current pulse of the organization and can be used repeatedly to respond to future directions. (SSH)

A series of structured telephone interviews with members of 40 organizations revealed that career development is a highly regarded contributor to organizational effectiveness. (Author/SSH)

Successful career development programs must be based on current and future organizational requirements for management, professional, and technical personnel and should promote and guide career development planning to meet those specific needs. (SSH)

Suggests techniques and methods to be used by professional supervisors to develop people in subordinate working positions. Four major social and organizational trends are discussed which have implications for career development and personal growth, and emphasis is put on behavioral modeling by a supervisor as positive reinforcement for employees.…