The authors studied 50 organizations to find which have the most successful career development programs and why. The results are codified into 12 principles, including stay specific, tailor program to culture, build from a conceptual base, formalize, design multiple approaches, co-design and manage the project, ensure top management support, and…

Describes a program through which employees were assigned to positions other than their own for job training purposes. The benefits of such a cross-training program, factors that should be considered prior to program planning, a model for effective implementation, and follow-up to promote retention of new job skills are covered. (KRN)

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)

Argues that department chairs should be more involved in human resources development. Redefines faculty development in terms of faculty improvement in intellectual, institutional, personal, social, and pedagogical domains. Reviews three studies of department chairs' roles and responsibilities, highlighting role orientations, faculty development…

The basic problem facing school administrators, supportive staff personnel, and school boards is how to successfully implement vocational programs for rural disadvantaged youth. Thus, this document was designed to help school administrators review the key administrative concepts relative to this type of vocational education program. The compact…

The book describes the Hospital Continuing Education Project, a nine-year endeavor concluded in 1972 which set up a communications network among universities, hospital associations, hospitals, and individual educators and trainees. The project's goal was the expansion of continuing education opportunities for personnel in health care institutions.…

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…