In its policies related to high-level manpower, the Tanzanian Government attaches great importance to the university, viewing it as a key institution in its policies for national development. Describes the difficulties the administration of President Nyerere has had in using the university as a political tool and analyzes various instances of…

This article gives the dialogue from a roundtable training discussion which answered questions concerning organizational human resources development (HRD), with emphasis on the chief executive officer's (CEO) role. The participants, who were management consultants and leaders in the HRD field, contributed 20 questions (which are included) that…

The article deals with the economic goals of full employment and economic development through its direction toward problems related to creating jobs in American Indian communities. (Author/NQ)

Discusses the role of human resource development professionals in managing learning resources. The author examines learning resources that exist in a corporation, resources that optimize human growth and development within the system (such as line supervisors, printed materials, work groups), and the use of learning contracts to make learning…

The authors describe the concept of "pay-for-knowledge" compensation plans and report results from a survey of 20 personnel directors in pay-for-knowledge plants. Results indicate that companies using this system have generally found it workable and feel it would be a mistake to revert to traditional compensation plans. (CH)

The author defines productivity and discusses ways to increase productivity in the workplace, with emphasis on human resource development (HRD). He discusses the use of quality circles, participative management, and layoffs to increase productivity. (CH)

Describes development and implementation of a training program for women in workers' education. The three-course program focused on teaching methodology. Benefits gained by the participants included (1) cultural appreciation, (2) cultivation of the study habit, and (3) improved teaching competence. (CH)

Four authors who have experience with contract training present their recommendations for those who want to become contract trainers. Topics covered include program design, audience analysis, and marketing the trainer. (CH)

Presents results of a national survey of training and development executives concerning the state of U.S. employee training. Examples of the topics covered by the survey include corporate philosophy, staffing considerations, needs assessment, training participation, program topics, methods and materials, and program evaluation. (CT)

The author states that to meet the needs of--and to retain--the people in whom organizations have made hefty investments, companies must reexamine and most likely redesign human resource development programs. She presents ways to acknowledge the differences between managerial men and women and establish effective career development practices. (CT)

The author presents preliminary findings of a report he is conducting concerning the competencies needed by educational technologists. Discusses instructional development, instructional psychology, field internships in training and human resource development, performance technology, and message-design skills in product design and development. (CT)

Human capital theory postulates that individuals and society invest in people to increase financial and nonmonetary income in the future. Liberal education, the study of a range of disciplines that develop lifetime intellectual skills and personal abilities, meets the standards of human capital investment. (MLW)

The author analyzes human resource planning, in which he gives the various aspects of career development a report card that, the author states, shows the field is far from achieving its self-stated goals. He states that succession planning and systems approaches would help this situation. (CT)

Discusses the advantages and limitations of a one-person training department in a small organization. Suggests that going it alone is seldom easy, but gives some thoughts and ideas on how to match trainer's skills most effectively with the organization's needs. (WL)

Five organizations report promising payoffs from the scheme in which training becomes an adjunct to the selection and placement process. (WL)