This final part of a three-part series on mentoring, outlines the implementation of systematic mentoring: (1) determine the organization's readiness and goals for mentoring; (2) establish selection criteria for mentors and novices; (3) train mentors and novices; (4) match mentors and novices; (5) use coordinators to support mentoring; and (6)…

Describes the state of economic, political, and social crisis in Zambia and the response of the labor movement and workers' education programs. (SK)

Many features of organizational environments discourage high-skill workplaces and training investments. Both public and private sectors can improve measurement of investment in people by identifying reliable and valid indicators, using benchmarks, and promoting certification of high-skilled workers. (SK)

Three presidents of private colleges and universities (Mercy College in New York, Ripon College in Wisconsin, and Pacific Lutheran University in Washington) tell how they are weathering the recent economic storm. At the heart of the lessons shared is having a plan and focusing on the services that are provided to students. (EV)

Interviews 6 months after 14 social services employees participated in inservice training identified job and work environment factors that impede transfer of training: short duration, lack of time and opportunity to practice, minimal supervisor support, and the perception that such training was more for personal development than application to the…

Describes how, despite the rapidly growing demand for their programs in bad economic times, community colleges bear a disproportionate burden from state budget cutbacks. (EV)

Discusses why public colleges think their appropriations will rebound after the recession should think again. (EV)

Considers answers to questions relating to the differences between education, information, and indoctrination using a blend of knowledge about learning and knowledge in the field of earth science. (DDR)

Studies 1 and 2 explored the factor structure of the Approaches to Work Questionnaire (AWQ) and Workplace Climate Questionnaire (n=305, n=172). Study 3 tested scales and structure of the revised AWQ, identifying three factors: deep, surface-rational, and surface-disorganized workplace learning. Workplace Climate Questionnaire components were good…

Results of recent studies on why people leave or stay with an employer identified organizational, job, and leadership issues. Factors included job satisfaction, organizational climate, salary and benefits, loyalty, and anxiety about the economy and job market. Research showed three periods of highest risk of turnover: after the initial 30-60 days,…

This study investigated the association between organizational behavior in military medical centers and the faculty development of its medical corps officers assigned to teaching positions. Results showed a strong relationship between organizational behavior of an institution and the development of its faculty members. (GLR)

Investigates the persuasive communication of male and female middle managers, focusing on the mediating influence of a manager's power on his or her selection of anticipated compliance-gaining message strategies. Finds no marked differences between the genders in the types of strategies and tactics used to influence subordinates. (KEH)

Argues for a contingency view of communication clarity and effectiveness based on the impact that an organization's language customs have on perceived effectiveness. Examines the psychological-social function of organizational language and discusses the role that language has in creating new knowledge in organizations. (KEH)

This special report looks at the new economy from the point of view of the worker. It examines the impact of changing competitive standards and emerging organizational structures on knowledge and skill requirements in the U.S. work force. (Author)

Argues that applying persuasion strategies to internal marketing efforts can facilitate the adoption of a customer orientation among employees and elicit greater commitment to the company and its goals. Examines four specific persuasion strategies: defining the customer satisfaction link; encouraging self-efficacy; providing rewards; and creating…