The supervisor's traditional role of authority and leadership has changed, accompanied by a gradual diminution of his/her status. Training in industrial relations would help the supervisor understand his/her new role and reestablish his/her self-esteem. The process of training for supervisors must assume priority within the activities of the…

In the second part of his article the author suggests that money merely makes it possible to put up with a job rather than to be satisfied with it. He discusses aspects of his contention that a degree of participation in management may be closely allied to satisfaction with a job. (CE 500 444) (DS)

Maslow's Hierarchial Theory, Mcgregor's X & Y Theory, and Hertsberg's Hygiene Theory all based on motivation, are examined as to their effectiveness to increase worker production. The author feels management should not concentrate on motivation and offers his own theory, Spiral Web Theory, to help increase employee productiveness. (RB)

The article presents another approach to individual motivation--participative management--which concerns an emotional rather than financial commitment to the job through involvement and job satisfaction. The author favors within this approach: employee participation in decision-making, entitlement to information, and the establishment of…

The philosophy and workability of the concept of worker participation in management decisions is discussed in the context of British society. It is recommended that four interests be represented in any kind of Workers' Council: management, workers, shareholders, and consumers. (AG)

One specific area of industrial relations training is considered--that of meeting the implications of change as a result of the current theme of joint involvement in proposed industrial relations legislation. This will demand new approaches for industry in England. (Author/BP)

Low labor turnover is an essential factor in the success of an enterprise. Steps in dealing with the turnover problem include: establish the objective, get the facts, decide what to do, take action, and check results. (MW)

Training problems can be eased by classifying the work force into sectors and making plans to suit each group. Sectors treated in the article include: managers and supervisors, industrial relations specialists, employee representatives, and apprentices and young employees. (MW)

The author discusses three training approaches in teaching industrial relations--"systematic" training, problem solving, and learning for uncertainty. (BP)

Forces affecting the supervisor and supervisors' responses to questionnaires about work systems and management relations are presented, indicating the need for better understanding between managers and supervisors. Action learning programs for supervisors, specifically maintenance supervisors, are proposed. (MF)

The article describes a British project to demonstrate the value of appropriate training for improving industrial and race relations: (1) an English language course for immigrants in factories; (2) an industrial relations course for immigrant leaders; and (3) a course for indigenous supervisory personnel on immigrant culture and customs. (MF)