Psychologists, by the very nature of their work, are faced with practicing at the borders of their competence, for two reasons. First, they may encounter certain clients or situations for which they are only minimally prepared; and second, as human beings they are subject to the same destructive effects of untoward life events as their clients,…

The authors discuss how to train middle managers who do not exhibit any knowledge deficiencies, but who still need some form of development to put a sharp edge on their performance. They suggest that trainers use (1) self-reflective learning, (2) action learning, or (3) double-loop learning. (CH)

Teams share commitment, translate purpose into performance goals, and have members be accountable with and to their teammates. Types of teams are those that recommend, make or do things, and run things. The distinction between teams and other working groups is performance: an effective team is worth more than the sum of its parts. (SK)

When confronted with the problems of urban school districts, such as an ever-increasing achievement gap, the underfunding of school districts, increased shortages of qualified teachers, greater emphasis on accountability, and the loss of public confidence, African American superintendents have considerable difficulty leading their school…

Describes a seven-step model which illustrates a procedure for developing performance criteria that are specific to individual jobs. Discusses how it can be applied to the performance of teachers and other school personnel. (SR)

The author defines job analysis and discusses applications of this process in human resource development. Various techniques of job analysis are reported. The author presents a 12-item job analysis schedule used to report job information obtained through observations and interviews. (Author/CH)

The authors address management's need to train supervisors to use employee performance appraisals. Topics covered include (1) application and usefulness of the appraisal system, (2) various approaches to employee evaluation, and (3) training of supervisory personnel. (Author/CH)

Examines Britain's National Standards Development Programme and assesses the development of National Vocational Qualifications in the purchasing and supply field. (SK)

New ways of working affect career choices as follows: a career is a series of roles, not steps; project management is a key skill; project roles can be performed by insiders or outsiders; careers are made in markets, not hierarchies; and the fundamental career choice is not among companies but between specializing and generalizing. (SK)

The New York State Division of Budget uses a decentralized system to assess promotion candidates by comparing their training, experience, and recent performance to the proposed position. Managers and candidates find the system more effective than traditional written/oral exams. (SK)

An informant functional assessment was used to evaluate closing-task completion by servers and dishwashers at a restaurant. Based on the functional assessment results, an intervention consisting of task clarification, posted graphic feedback, and verbal feedback was implemented and evaluated with a multiple baseline design across two groups of…

Defines the term "burnout," why it happens, and its effects. Techniques for identifying burnout in oneself, how to protect against burnout, and how to improve the organization's defense against burnout are discussed. (CT)

The Age Discrimination in Employment Act has been amended to outlaw mandatory retirement at any age. However, the act permits employers to impose a specific retirement age if there is a bona fide occupational qualification (BFOQ) which cannot be met by all or most individuals. Imposition of BFOQ mandatory retirement ages by employers has led to…

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)

The authors describe a model for integrating coaching and career management. Included is a discussion of managers' three roles in employee development--coaches, sponsors, and mentors. (CH)