A survey of training professionals revealed how the terrorist attacks of September 11, 2001 changed employee attitudes toward training. Decreased travel, increased use of distance technologies, development of security and evacuation plans, and emphasis on such topics as diversity, stress management, and security are some of the changes. (JOW)

While personality psychology has a definite contribution to make to the study of industrial psychology and organizational behavior, it is a contribution with parameters, limitations, and areas of expertise which need to be better defined. Many industrial/organizational (I/O) psychologists are skeptical of the utility of personality measures for…

Education and training include training to perform the immediate job, to help the individual anticipate and accommodate change, and to help prepare for future advancement. This training produces workers able to perform immediate tasks and who are motivated to keep on learning. (JOW)

To investigate managerial use of work (or role) overload to increase productivity, the author studied 77 nonclerical white-collar employees and found that work overload had negative effects on productivity, supervisors' ratings, employee attitudes, job satisfaction, and health. He recommends ways for managers and employees to reduce work overload.…

The author proposes what he believes is a more realistic middle ground between McGregor's two theories. (JM)

Presents reprint of article which first appeared in 1950 which has made lasting contribution to field of vocational guidance. Looks at the self-concept in vocational adjustment and considers vocational counseling as information giving and as personal counseling. Concludes with redefinition of vocational guidance which incorporates role of…

An atmosphere of antagonism exists between Baby Boomer bosses and Generation X employees. Much of the friction is due either to the way that the two groups were raised or to the economic future they face. To make the best of an uncertain economic future, it is essential that the groups try to understand each other. (JOW)

The Reaction-to-Change (R-T-C) Inventory is a broadly applicable tool to help trainers foster organizational change. Managers can use the results of the R-T-C Inventory to prepare employees for change, keep them informed, and get them involved in fostering change. (Author/JOW)

Dissatisfaction with managers is a major cause of employee turnover The Charles Schwab Corporation surveys employees annually and holds employee focus groups and online town meetings. The information is used for the coaching and training of department heads. (JOW)

Trainers need to update and maintain their offerings at the cutting edge to keep up with the Net Generation. These younger workers do not want or expect lifelong employment or company loyalty. (JOW)

In the computer age, telecommuting programs can be an effective means of recruiting and retaining valuable employees. This article discusses how companies can select employee participants and how to manage people working at home. (Author/CT)

The author, in examining the changing attitudes and values of the work force, asserts that the American worker is dissatisfied with the job, the workplace, and the method of payment. She states that any effort to enhance the quality of work will improve the quality of life overall. (CT)

Recent policy developments have involved adult educators and unions in work-related learning. However, an uncritical analysis of learning in the workplace risks aligning these activities with new forms of oppression and managerial control. (Contains 39 references.) (Author/SK)

Describes Multitasking Systems (MTS), an office services firm that employs only people with Acquired Immune Deficiency Syndrome (AIDS) and Human Immunodeficiency Virus (HIV) infection. It was established by an infectious disease specialist who observed that patients who remain employed do remarkably better than those who do not. (JOW)

Notes that supervisors are not automatically skilled in effective human relations practices. Considers concern with the interests, desires, and attitudes of employees to be the cornerstone of knowledge required to carry on a sound human relations program. Examines reasons for individual differences and components of the will to work. (Author/NB)