There is increasing evidence from generational researchers that the newest group of workers are a different breed. "Millennials,""Nexters," or "Generation Y" are reputed to be enthusiastic about learning, want meaningful work, and are used to working in teams. (JOW)

Discusses empowerment, the process of coming to feel and behave as though one has power over significant aspect of one's life or work, as it relates to employee productivity, motivation, and behavior. (JOW)

Various elements of absenteeism are presented: costs to the employer, company policies that affect absenteeism, when absenteeism is high, and how the training officer can improve the situation (positive discipline, post-absence interview, and other strategies). (CT)

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)

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)

Context shifting is an approach to training that aims to transform the participants' point of view, allowing them to create a new context in which to perform their jobs, a new way of defining their roles that motivates them to exhibit skills and use information. (SK)

The advent of a nationwide service economy is having profound effects on the relationship between workers and the workplace. Trainers and chief executive officers alike need to plan for the inevitable. (Author)

Discusses the research of Gary Latham and Edwin Locke on the effect of goal setting and goal commitment on employee productivity. (SK)

Looks at problems of career development and midlife transition in a horizontally structured workplace with few management positions. Describes Amoco's benchmark career development plan that is adapted by many other companies. (JOW)

Discusses the peer-training model, opposition to the plan, major objectives of the model, strategies for motivating employees to train and for making training a priority, training the trainer, ongoing training in the work units, and benefits of the program. (CT)