Refutes seven myths that keep employers from welcoming disabled persons into the workplace. Myths include higher turnover, lower productivity, greater safety risk, higher cost, more demanding, embarrassment, and incompatibility. Makes recommendations for managers. (CH)

The author attempts to clarify how, in Finland, interests of industrial employers in regard to qualifications of the labor force have changed and how industry has tried to improve personnel qualifications through its own training programs. (CH)

Presents a research-based model for human resource development effectiveness. Model standards specify that the HRD function has (1) the ability to diagnose problems, (2) the support of the corporate mission and culture, (3) a commitment to strategic planning and support for organizational change, (4) clearly defined staff roles and…

Responds to article by Dorn (1986) on career development in business and industry. Provides clarification regarding definition, job titles, job roles, and points of entry for behavioral science professionals. Emphasizes human resource development rather than more generic use of counseling or career development in business and industry. (Author)

This article indicates the sources of data and methods used to develop employment projections; summarizes the projections of the labor force, economic growth, industrial employment, and occupational employment; and discusses some important implications of the projections. (JOW)

The challenge for human resource development managers is to design an environment that makes the most of productive people rather than perpetuating the factory system of work. (JOW)

Discussion of performance improvement systems in organizations highlights Gilbert's Performance Engineering Model and the Human Resources Model. The process of performance technology is described, the role of training within the performance improvement system is examined, and ways in which training benefits from a performance orientation are…

Discusses forces that will probably influence the future of cooperative education: (1) international competition, multinational corporations, and joint ventures; (2) an increasingly sophisticated approach to corporate training and retraining; (3) state and federal labor force policy planning; and (4) higher education's response to these forces.…

This article focuses on the basic elements of the relationships that emerge when operating managers and human resources specialists work together to solve problems and respond to change. These elements include role, knowledge, power, and structure. (CT)

The Adopt-a-School program, a successful pairing of businesses with Anaheim Union High School District's 20 schools, has benefited California students through increased work exposure and career guidance. Communities have profited as well, by gaining access to a skilled work force. (CJH)

School districts and businesses in Spokane, Washington, have formed successful learning partnerships that provide students with vocational training, also benefiting teachers and the professional providers through increased understanding of each other's roles. (CJH)

Discusses measures taken by the Soviets immediately following World War II to provide medical, social, and vocational rehabilitation for disabled individuals in Byelorussia, which had a large number of deaths and serious injuries. (CH)

Describes the environment and activities of trainers at Motorola, Inc. in Schaumburg, Illinois. Topics covered include Motorola's new Galvin Center for Continuing Education, an in-house career development series, teaching methods, use of external programs, and future goals. (CH)

Provides an annotated bibliography of ERIC documents dealing with job training programs, methods of granting academic credit for employment training activities, and human resource development. (DMM)

Essays by Robert L. Craig, Mervyn M. Dymally, Nolen M. Ellison, Sheila M. Korhammer, Rich Redeker, Markley Roberts, and Richard F. Schubert present various perspectives on U.S. human resource development needs and strategies. (DMM)