The process of professional emergence is one of maturing, establishing an independent identity, and eventually going its own way. Professional recognition, organizational competencies, leadership, and professional competencies must be developed in establishing the identity of the human resource development profession. (SC)

Career plateauing is a major issue due to demographics, changes in organizational structure, economic cycles, and changing worker values. Managers and organizations can address with specific strategies the four types of plateaued employees: productively, pleasantly, partially, and passively plateaued. (SK)

Although midlife transition is an emotional crisis for an individual, it means expensive turnover for the organization. There are three approaches an organization can take in dealing with midlife transitions: education, counseling, and restructuring jobs and tasks. Education is necessary before counseling and restructuring can begin. (JOW)

Future training and development programs should stress need to improve and achieve conditions of productivity that can continue to have the United States compete in world markets. (DS)

Author points out that we are just beginning to see the implications of equalizing advancement opportunities, and discusses the specific needs for research in this area. (Editor/GB)

Article proposes ways to perfect the art of management training through experimentation. One of the ways is to start training supervisors and managers at the lower end of the management hierarchy. (GB)

Describes the use of job enrichment techniques as tools for increased productivity and organizational change. The author's motivational work design model changes not only the job design but also structural elements such as physical layout, workflow, and organizational relationships. Behavior change is more important than job enrichment. (MF)

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)

Redesigning jobs can be cost-effective as well as personnel-effective as organizations change to meet society's changes. The process of redesigning jobs, which allows an organization to use existing personnel and avoid the high cost of recruitment, hiring, and duplicative training, consists of asking the right questions and finding the answers to…