An action learning program involved supervisors in the development of a process improvement project for their work area. Most of the 44 participants were highly satisfied with the training; many had attained National Vocational Qualifications and achieved cost savings for their organizations. (SK)

A case study of quality circles in an appliance factory found that circle members and nonmembers obtained better working conditions by improving quality through the direct impact of their work on the company's market position. The study of the quality improvement process shows that workers seek more than psychological rewards for their…

Team briefing, a technique used to communicate information to employees on issues of concern, is examined in three different establishments. Problems in the way it is practiced are identified, with the suggestion that its appropriateness and effectiveness may depend on the type of company or service in question. (SK)

Provides a case study of a Japanese-owned British manufacturing plant. Its purpose was to establish reasons for the introduction of employee participation in the company's manufacturing plant. (JOW)

Many companies face problems when they change their hiring practices in order to meet their evolving needs. A three-phase supervisory training program can help reduce those problems and make supervisors more flexible and more effective. The phases are process theory and application, documentation and decision making, and supervisory…

Interviews, observations, and document analysis in three small to midsize manufacturing companies revealed considerable formal and informal human resource development activities that support the companies' unique market niche by developing knowledge, skills, and abilities; integrate employees into company work practices; and enhance quality of…

Uses an ethnographic approach to study literacy as a cultural practice rather than as isolated skills within individuals. Finds that the emphasis on literacy, teamwork, and learning meant opportunities to increase workers' skills and wages but also increased burdens. Discusses implications for education and work. (RS)

Includes four articles: "Virtual Reality" (Kopf), description of its uses in computer-assisted design, architecture, and technical training; "SME (Society of Manufacturing Engineers) Robotics Contest Opens Doors to Future" (Wagner); "Superconductivity" (Canady), description of classroom demonstrations and experiments;…

Data from two surveys of manufacturers (325 of 650 responded) suggest that those with quality improvement programs jointly administered by labor and management achieve significantly greater improvements than those with no programs. Those with programs administered solely by management fared no better than those with no programs. (Author/SK)

The effect of computer-integrated manufacturing (CIM) on working conditions depends on the way in which the technologies are designed to fit operator requirements, work organization, and organizational objectives. Recent attempts to promote skill-based human-centered approaches to CIM design are aimed at introducing humane working conditions…

A study of female-male employment and earnings patterns in the Australian manufacturing sector (1911-36) and specifically the clothing and textile sector found that females were heavily discriminated against in areas dominated by males (such as leather goods). (JOW)

The time to plan training is in the research and development stage of a new product. Seven major steps are online training, process validation, skills certification, development of manufacturing training instructions, skills verification, transfer training, and offline training and certification. (SK)

Event-history analyses of 97 New Jersey manufacturing plants during 1973-87 reveal that plant survival was related to investment in knowledge (better educated employees and new technologies), decentralized line-operating authority, less formalization of authority, either independence or relative autonomy from parent company, and industrywide…

A study of 14 manufacturing firms found significantly better financial performance among those that strongly emphasized recruitment, compensation, and training and development (a human resource orientation). Human resource development that helped sustain competence combined with that orientation to form a valuable competitive advantage. (SK)

Although unemployment is a serious problem in Europe, deregulating labor markets is not the solution. Deregulation could lead to decline in quality and competitiveness. The example of Japan shows the interaction of education, training, human resource management, and quality control. (SK)