Survey responses from 46 of 57 emergency medical technicians were used to classify 21 of them with high organization-based self-esteem (OBSE)--employees' assessment of self-worth in the organizational setting. Those with high OBSE had stronger career commitment and less intention to quit. No significant differences in career satisfaction and…

Describes job performance counseling as a major part of a manager's job. Examines three types: disciplinary counseling, grievance counseling, and performance appraisal. (SK)

States that providing negative feedback to subordinates is one of the most difficult and stressful interactions in the workplace and may prompt hostility and retaliation. Examines managers' concerns and experiences with this process. Finds that most employee aggression following feedback is verbal, passive, and/or indirect in nature. Suggests…

The purpose of human resource development (HRD) should be to improve individual performance so that it contributes directly to organizational performance goals. Performance-focused HRD has no room for blind application of interventions or poorly conceived programs. (SK)

A study compared the effects of choice and assignment of preferred/nonpreferred tasks to three students (ages 11-13) with moderate intellectual impairments and challenging behavior in a classroom setting. Results indicate individual participant data were idiosyncratic and choice making failed to produce superior effects for any of the…

A study of 420 higher-level employees and 224 supervisors examined relationships between expertise variables (social support, organizational facilities, supervisor attention to career development) and career development. Supervisors focused on present contributions and job domain rather than future development. Supervisors' attention decreased…

A survey of 524 managers identified key practices to improve performance in a changing environment: clarifying roles, goals, and expectations; ongoing performance evaluation, feedback, and coaching; mentoring; challenging assignments; formal career planning; customer contact; cross-training; and 360-degree feedback. (Contains 31 references.) (SK)

Productivity-related experiential learning practices of 96 Senegalese farmers were investigated. The high-productivity group (n=51) used collegial discussion (29.4%) and trial and error (27.4%); low-productivity farmers used trial and error (28.8%) and observation (24.4%). Experiential learning appeared to be rooted in the culture and values of…

Employers (154 of 1,303 responded) rated 25 entry-worker competencies and new graduates' performance. Eight of the top 10 were "soft" skills; ability and willingness to learn ranked highest. Graduates' performance was satisfactory only in 3 that were not in the top 10. Most employers (79%) felt that prior work experience was important…

Interviews with 11 Australian teenagers during their first year of work as apprentices, trainees, or junior staff revealed a wide range of employer strategies for training. However, training structures did not significantly predict learning. Job performance was a strong predictor, affecting interest in and capacity for learning as well as others'…

Argues that a humanist discourse prevalent in teacher relations with students, colleagues, and advisor/inspectors has been challenged by a "performativity" discourse that, among other things, distances teachers from students and creates a dependency culture in opposition to previous mutual and intimate relations. Concludes that the…

Investigates the relationship between employee performance, new technology, employee communication network variables (activity, size, diversity, and integrativeness), and productivity at two corporate offices. Reports significant positive relationships between three of the network variables and employee productivity with new technology. Discusses…

Professional weaknesses such as failure to gain school board support or respect can cause superintendents to lose their jobs. By combining strong leadership with effective management, a superintendent can shape organizational structures and processes to produce specific results while inspiring and motivating people toward a definite vision. (MLH)

Examines the formulation of supervisory feedback messages as a function of attributions regarding poor subordinate performance and feedback goals. Finds that supervisors' goals determine the type of feedback generated and that attributions for poor performance have relatively few effects on the generation of feedback messages. (KEH)

A competing-risk model was used to test the influence of strenuous work on ability to delay retirement. Hazard rate estimates on data from 3,038 older males found that physical job requirements and health conditions affect the likelihood of retiring in a disabled state. Strenuous and sedentary jobs did not differ greatly. (SK)