The research reported did not generally support the assumption that subordinates will be more satisfied with their jobs if their values are similar to those of their superiors. (Author/IRT)

By acknowledging the value of the work-sharing concept, recognizing the importance of the psychological contract, and conducting prelayoff consultations with the assistance of third-party neutrals, companies can more effectively cope with the problem of employee layoffs and improve employee relations in general. (Author)

Alert management heads off potential personnel problems by setting up early-warning systems on employee concerns, wants, and needs. (For availability, see EA 507 433.) (Author)

The introduction of robots into the organization requires that (1) employees be informed of and educated about the action; (2) problems of displaced workers be addressed; and (3) line support be obtained. Responsible management can lessen the fears associated with automating facilities. (JOW)

Outlines considerations for companies to follow in developing an economic and noneconomic severance policy that eases the trauma of termination and effectively meets individual needs. (Author/IRT)

Examines six value systems that employees and supervisors operate within, and considers the implications for the relationships between employees and supervisors who do and don't share value systems. (IRT)

The issue of plateauing (reaching one's promotional ceiling) is one that is too often ignored because organizations are afraid that people will lose their motivation. Executives can successfully address the problem and owe it to their employees to do so. (JOW)

Role analysis is a powerful yet simple organizational development technique. When expectations are clarified, individual team members can become more effective and efficient. Then, synergy occurs and the whole team becomes more effective. (JOW)

Management should recognize and consider both the advantages of early retirement programs and the countervailing forces of financial conditions, individual attitudes, and age discrimination laws. (Available from American Management Associations, Subscription Services, Box 319, Saranac Lake, NY 12983; $15.00 annually) (Author/MLF)

The third in a series of four articles, this discusses the legal implications of the use of medical tests to prevent drug and alcohol abuse in the workplace and to reduce absenteeism, tardiness, reduced productivity, and accidents that result from employee substance abuse. Cites recent cases. (JOW)

Discusses the plight of working parents. Offers suggestions for parent-tailored benefits such as flexible hours, benefits for permanent part-time employees, and family-oriented sick-leave policies. (JOW)

Explains why personnel and career management practices must be upgraded if organizations want to increase profits and productivity. (JOW)

Describes results of a questionnaire designed to probe how human resources professionals viewed ongoing communication practices as they related to four concept areas: formal and informal systemwide communication, communication to facilitate change, small-group communication, and superior-subordinate communication and the resulting organizational…

Management has not grappled much with workers' feelings that job enrichment may not often be a good bargain for them. (For availability see EA 507 168) (Author/MLF)

Examines links between three competitive strategies (cost reduction, quality improvement, and innovation) and human resources (HR) practices. Describes a framework for ensuring that the two are made compatible and illustrates the process by showing how one $20 million business wrestled with these compatibility issues. (CH)