Researchers examined the work behavior of five elementary school principals in two northeastern states and found that their activities exhibited typical intensity, variety, and fragmentation, showed many individual differences, and were less hectic than those of secondary principals examined earlier. The authors also discuss the limitations of…

The purposes of this article are to describe a simple, yet comprehensive and universally applicable, flow process model for managing employee-job performance and to highlight some important features of this model which distinguish it from other models. (Author)

Job placement histories of 73 mentally retarded sheltered workshop employees placed in Projects With Industry (PWI) or competitive jobs in calendar year 1978 were examined during a 30-month period. Job variables such as structure appear to be more important to job success than employee demographic variables such as IQ. (Author)

Discusses five job behavior functions viewed as necessary for practicing performance-based thinking in instructional development activities. Functions examined include the abilities to plan to perform a job, execute a task, monitor or control execution, troubleshoot, and evaluate. (MER)

Provides guidelines for high school editors to help improve their paper's operation, image, and content, including devising a style manual and covering school board, faculty, parent, and administration activities. (HTH)

Reports the results of a survey of personnel directors from a variety of businesses on the factors of job performance appraisals and their common weaknesses. Offers recommendations for appraisal writing, including goals, content, audience analysis, style, and potential legal problems. (HTH)

Describes within the context of the training of military technicians some of the major characteristics of nondeductive job performance aids and discusses in more detail one of the deductive aids, the state table. (Author/JD)

Having identified the problem of managerial transition in a previous article (CE 510 277), the author outlines a strategy for change which includes performance appraisal, definition of the management structure, and counselling for the individual in transition. (SK)

Teaching decision making in the classroom provides an excellent opportunity for students to clarify their feelings regarding problems that employers experience with entry-level employees. Some of these may include excessive absences, inappropriate dress, the effect of personal problems on job performance, and ethics in the work situation. (CT)

Presents results from two studies surveying managers, finding that the top three competencies considered when hiring college graduates for entry-level positions are oral communications, problem solving, and self-motivation; and the oral skills most important for entry-level graduates are following instructions, listening, conversing, and giving…

Outlines the method developed by the Standards Development Program (United Kingdom) and used by the Employment Department to define, measure, and improve competence in the work force. Discusses functional analysis and how it defines the standards of occupational competence, elements of competence, performance criteria, range statements; and…

A 5-year performance analysis of managers in more than 500 school districts used a nonlinear, interactive, contingent model of management. Empirical support was found for key elements of the network-management portion of the model. Results showed that public management matters in policy implementation, but its impact is often nonlinear. (Contains…

Responses from 26 of 30 New South Wales construction firms showed that competency subsystems embodied in routines have a greater impact on short-term performance. There was little support for impact on long-term performance with diminishing evidence that performance was influenced by higher-level learning routines. (Contains 45 references.) (SK)

In the workplace, diversity is seen as either a vital organizational process, a value-added activity, an optional activity, or a waste of resources. Performance is the key to making diversity a core organizational process. The focus should be on how and whether diversity contributes to organizational performance. (SK)

A longitudinal evaluation measured the effects of neurolinguistic programming (NLP) on 67 hospitality worker immediately before and after and 6 weeks and 6 months after training. Positive increases in interpersonal communication appeared after 6 weeks, leveling off or declining after 6 months. Self-efficacy, self-esteem, and adaptive selling…