Interviews with 12 diversity experts identified initiatives most likely to assist transition of minority youth (training, outreach, career development, equitable policies); goals for successful transition (knowledge of diversity issues, career plan, ability to work in teams); and diversity-sensitive workplaces (successful in hiring/retaining…

Flexible employment has accounted for more than half of Silicon Valley's total employment growth in the past 10 years. Flexible employment has become a permanent strategy that may create insecurity for low-skilled workers; it also leads to a high turnover rate among highly skilled workers. (JOW)

Some Chinese organizations are moving away from production-oriented traditions. Resource-rich enterprises are using formal education to select and develop an elite. Organizations with less access to highly qualified recruits are also less likely to provide extensive training. The gap between organizations in terms of employee development is likely…

Case studies of four Scottish telephone call centers identified both quantitative (number of calls, average handling time) and qualitative (rapport, company pride) goals or targets set by management. Measurement of target attainment used continuous monitoring and other normative practices. Despite technological advances, the experience of call…

Multivariate analyses of data from the California Workplace Survey suggested that managers' participation in networks, especially professional and community organizations and internal networks, positively influenced the probability and intensity of adoption of high-performance work practices and training. Multiple affiliations increased the…

Issues facing child care administrators are discussed. Topics include the process of selling higher fees to parents; sick leave benefits; fund raising ideas; parent assistance in the classroom; parent-teacher programs; and staff input. (DG)

The discussion of the use of systematic job evaluation to determine the value of each campus job and allocation of resources looks at employee perceptions and credibility; alternative methods; selecting and weighting compensable factors; validity and reliability; the computer's role; and job evaluation as a management tool. (MSE)

Discusses the Americans with Disabilities Act, which bans discrimination against the disabled by private-sector employers. Describes the hiring practices and experiences of several companies that have employed disabled people. (JOW)

A study of 58 employers found that many are unaware of the range of practices that can help employees meet work and family responsibilities. These include onsite day care, dependent care accounts, referral to care providers, part-time work, flexible hours, and job sharing. (SK)

Explores changes affecting personnel testing and selection during past 20 years, noting that outcomes have often been antithesis of expressed or ostensible reason for change. Contends that some changes, designed to end discrimination, have institutionalized discriminatory practices as consequence of legitimizing methods of preferential treatment…

Reviews previous six papers concerning fairness in employment testing. Contends that papers focus narrowly on legal, theoretical, and societal issues and provide little new information. Argues that industrial psychologists and governmental lawyers are retreating into rigidly defined positions and that the future will be marked by long, costly, and…

This study attempts to isolate the role of discrimination in determining racial differences in occupational structure. Logit techniques are used to identify and distinguish between determinants of the probability that an individual will choose an occupation and the probability that an individual will be hired for a desired job. (JOW)

Data from the 1984 Survey of Income and Program Participation showed that 62% of differences in wages offered to black and white men and 67% of differences in observed wages were not due to productivity differences. Wage discrimination reduced the relative employment rate of black men from 89% to 82% of white men's rate. (SK)

Twelve key factors influence an organization's ability to learn and change: strategy/vision, executive practices, managerial practices, climate, organizational structure, information flow, individual/team practices, work processes, performance goals/feedback, training/education, individual/team development, and rewards/recognition. (SK)

The new direction in employee participation, workplace technology, and labor force characteristics may be reviving practices that failed to flourish in the past. Theoretical and historical perspectives provide a context for the effective use of high performance workplace practices. (JOW)