A force field model application for improved effectiveness." (Editor)

Training Manager of the University of Illinois describes steps in development of the successful series of "Executive Leadership Seminars." Basic questions answered are, "What organizational needs are to be met?""What should the enrollee learn and how should his behavior change?" and "What course content, from a…

The general structure of the human resource planning function in organizations and the responsibilities at each level of management are discussed. A framework for constructing and implementing a human resource planning system is outlined, and several approaches for human resource forecasting are examined. (MSE)

The success of an organization depends on a satisfied, challenged work force. Career planning is a key element in efforts to reach this goal. The author presents a strategy for developing a career planning system which takes account of the individual employee's needs within the corporate structure. (CT)

A study was conducted to see what specific programs have been developed for employee career planning and development in order to help organizations interested in establishing career development programs learn what other organizations are doing, what types of programs are in effect and how they are managed. The study was based upon information…

This document, which is intended to help individual managers and task forces committed to development of a work-family agenda, is based on recommendations of the Work and Family Research Council, which is composed of 35 advocates of work-family policies within U.S. firms. Basic strategies for promoting (marketing) work-family programs within…

The purpose of this book was to assist trainers in developing the skills that must be involved in a total quality management (TQM) training program. The book is organized into 17 chapters that cover the following topics: understanding the need, organizational requirements, training and the bottom line, training and organizational change, the…

This book is intended to help managers and human resource professionals understand organizational change and manage its effects on their own development and that of their subordinates. The following topics are covered in 11 chapters: organizational change, employee motivation, new managerial roles, human performance systems, upward and peer…