The career development program at Hughes Aircraft (which has 3,700 employees) includes career counseling, assisting with transfer, career paths, career exploration seminars, and career planning classes. (SK)

A case study analyzing job enrichment schemes and manager expectations of increased productivity is presented. It was found that it was the managers' expectations of increased productivity, not the reorganization of work, that led to higher productivity. (EC)

Job enrichment and morale building should begin with new employee orientation. The systematic orientation program outlined here ensures that individual needs for self-esteem can be reconciled with organizational goals, and provides the basis for satisfying employer-employee relationships. (SK)

A case study to determine whether the recognition of being selected for a training program and the satisfactory completion of it result in increased job satisfaction using 56 first-line supervisors from a textile company. (WL)

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 personnel development plan is suggested in which training specialists (1) help employees with career development, (2) change the job or transfer employees to a more suitable job, or (3) go through role negotiation, goal setting, or some other exercise designed to create a new job perspective. (CT)

The quality circle, a group of employees who meet to discuss problems and discover solutions, is receiving increasing attention in organizations concerned with quality, productivity, and morale. Based upon behavioral science concepts, the quality circle technique can be applied to a wide variety of work situations. (SK)