This article draws on the experience of such firms as People Express, General Motors, and Digital Equipment Corporation to illustrate successful transition from quality circle participation to full participation in management. (CT)

Surveyed corporations (N=203) to gather information on employee-oriented career development programs. Most view career counseling as a supervisor's responsibility. Primary purposes were individual growth, improved productivity and morale. Describes model programs used by six corporations, including information centers, workshops, and individual…

These four papers are from a symposium on changing workplaces. "Women Entrepreneurs: Maintaining Business Success through Human Resource Development" (Dominic G. Kamau , Gary N. McLean, Alexander Ardishvili) investigates contributions of human resource development (HRD) to business success and reports the following: (1) women can be…

The author offers advice on what organizations can do to enhance the mentoring process. She discusses finding a relevant focus, collecting data about the factors that promote and inhibit developmental relationships, implementing change, evaluating and monitoring impact, and taking the time to involve organizational members in a collaborative…

Investigated the causal direction between interpersonal trust and assessed value of an MBO program in a large mass-transit organization. Three measures of trust were collected. Results indicated that trust in superiors and trust in top management affect the assessed value of MBO and suggests that an interaction effect occurred. (Author)

The quality of worklife concept means to create organizational environments in which labor and management cooperatively work together. In the United States, the moving force behind most quality of worklife experiments is the American Center for the Quality of Worklife. Discusses the successes and failures of some of these experiments. (EM)

A study evaluated the extent to which Employee Development (ED) projects provided increased opportunities for continuing general education and training for employees in Britain. A questionnaire that sought to relate employer involvement in ED to wider issues of workplace culture, personnel, and training policies was sent to 70 firms; 50 percent…

This document is written by employers whose companies participated in the Learning in Smaller Companies (LISC) project, during which a university and two further education colleges created a number of work-based learning schemes for employers in small and medium-sized enterprises in Scotland. The foreword (Peter Swinson) discusses the importance…

In 1990, a study was conducted to holistically evaluate the activities of the Employee Development Program at Paradise Valley Community College (PVCC) and to determine if employee groups differed significantly in their evaluations of the effectiveness of the activities. Of the 114 full- and part-time board-approved employees of PVCC, 86 (75%)…

Four major components comprised the Organizational Development Research Project at Indiana Vocational Technical College (Ivy Tech). The major component of the research was an evaluation of a model of cost effectiveness/benefit analysis previously developed for postsecondary vocational educators in Indiana. Cost data for all Region 8 Ivy Tech…

To investigate methods of improving both employees' productivity and the quality of their work life, workers from four businesses were surveyed before and after their organizations implemented a total employees involvement program. Survey questions covered employees' perceptions of (1) the quality of the product produced, (2) the leadership's…

A study was conducted to determine what factors of human resource development (HRD) or other learning interventions impede or enhance improved performance. A review of the literature suggested theories of HRD effectiveness, where HRD effectiveness is perceived as the extent to which HRD goals and objectives are achieved. Various authors state that…