Compares the American and Japanese first-line supervisor: production statistics, supervisory style, company loyalty, management style, and communication. Also suggests what Americans might learn from the Japanese methods. (CT)

Reviews impact of labor relations on employee disability and subsequent work disruptions. Model disability management programs illustrating joint support by labor and management are reviewed. Key features of these cooperative industry-based programs are presented, with implications for rehabilitation practice in disability management service…

Addresses issue of sexual harassment on academic campus. Includes definitions of sexual harassment; guidelines for determining when sexual harassment has occurred; explanation of employer/employee responsibility in cases of sexual harassment; and strategies designed to prevent or remedy sexual harassment. (Author)

Explains the history and functions of labor arbitration. Focuses on the limitations placed on the arbitrator and emphasizes the difference between deciding and compromising on a suit. Includes anecdotes from the experience of the author, a prominent arbitrator. (KH)

This article considers the following questions: Who is likely to get romantically involved at work? Why do such relationships develop? What happens in these relationships? What impact do such relationships have on one's peers at work? How do managers respond to staff members who are romantically involved at work? (CT)

The Westchester (New York) Chapter of the American Society for Training and Development presented a panel discussion focusing on the process of matching skills, career goals, and objectives of employees to the needs of the corporation. Their findings are presented in this article. (CT)

Suggests the existence of a third major organizational role for public relations: "communication executive," composed mainly of corporate senior vice presidents of public relations and communication who report directly to CEOs. Reports on a survey of those in this role, and shows that communications methods used five years ago to…

Describes successful effort of small women's social services agency to modify its way of operating by means of problem-solving process involving board and staff members. Notes that conflict between staff members actually involved fundamental issues facing organization in transition from informal, volunteer effort to established, service-giving…

Describes five false assumptions that managers make when discussing career planning with a subordinate. (CH)

Argues that situational and cultural modalities often converge to create misunderstandings between Black and White employers and employees. Analyzes also "modalities of interaction," verbal and nonverbal behaviors that characterize interaction between persons. (KH)

Reviews the concepts and assumptions underlying the Scanlon Plan, an approach to organizational development based on participatory management. The approach is summarized using four concepts (identity, participation, equity, and managerial competence) which can create a climate of mutual respect and confidence. (JAC)

Reviews labor contracts renegotiated during 1988, placing emphasis on labor-management relations. Provides information on negotiations in the following industries: (1) trucking, (2) air transportation, (3) automobile manufacturing, (4) steel and other metals, (5) rubber, (6) bituminous coal, (7) forest products, and (8) shipbuilding. Covers…

The increase of temporary workers, part-time workers, and consultants has caused corporations to make major changes in their human resource systems. These changes have produced both benefits and costs. Estimates of the growth of the contingent work force between 1980 and 1987 vary from 17 to 23 percent. (CH)

Offers information and observations on six areas of legal concern in circumstances where tenure is denied and the individual decides to contest the decision. Advises making the tough decisions early in the process, following the established process, and being as clear as possible in intentions and communication. (SR)

The author discusses the concept, first encouraged by Irving Bluestone of the United Auto Workers, that union and management personnel should work together to achieve company goals. The history of this cooperative effort movement within the United Auto Workers is described. (CH)