This study investigated the current practices of strategic human resources planning (SHRP) at large industrial and service companies in the United States and compared these practices with Walker's Four Stages of Human Resources planning model. The data for this study were collected from 130 industrial companies and 117 service companies listed in Fortune directories of the largest 500 industrial and largest 500 service companies in the United States. The study investigated also the impact of internal and external environmental factors on these companies' practices of SHRP. MANOVA, Factor Analysis, and Percentile Analysis were used as prime statistical methods in this study. Environmental factors studied were found to explain 78 per cent of the variances among large American companies. No significant difference was found between industrial and service companies in their SHRP practices. Significant improvements have taken place in large United States business corporations' practices of SHRP since the introduction of Walker's model (1974). These improvements took place in human resources information systems, forecasting human resource needs, human resource planning and development, and evaluation of SHRP projects, but the improvements were unbalanced. The improvements in corporate-centered SHRP activities were greater than the improvements in employee-centered SHRP activities. The reasons for unbalanced developments were explained and future directions were predicted. The findings of this study were compared to the findings of many recent studies in SHRP fields and future directions of the developments of SHRP were discussed. The conclusions of this study suggested that United States corporations are in need of balanced development in both employee-centered and corporate-centered SHRP. American companies are in need of advanced models to shape their practice in SHRP fields. Walker's model has been evaluated as the best available model. The study showed that mediumsized companies in the United States will benefit from SHRP and that they are able to pay the cost of SHRP projects. Several implications and recommendations for future studies and for business and educational institutions are listed.

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The morale of the federal workforce is probably at an all time low. The malaise that shrouds the federal workforce is primarily caused by a sense of alienation that many federal workers feel. They feel alienated from themselves and from a community. In this book I approach the problem of alienation from theoretical, personal and empirical perspectives. To gain a deeper understanding of the alienation of the organizational employee, one must look at the individual holistically. Using Carl Jung as my guide and employing his theories of the unconscious, spirituality, individuation and psychological type, I develop what I call an organizational personality typology. This organizational personality typology is contrasted with the more conventional and more one-dimensional organizational role typologies developed by organizational theorists such as Anthony Downs in Inside Bureaucracy and Robert Presthus in The Organizational of contact with their environment and themselves, a sense of meaninglessness and alienation, and an obliviousness to messages from their unconscious. Other people choose the journey of heroism. The heroic journey as portrayed in the heroic myth serves as a model for those people in search of psychological health and spiritual sustenance. It is a journey that has three primary stages: the calling, the encounter with death, and the return to the community. Each of these stages has applicability to the American public administration tradition. The heroic journey is not merely confined to the world of myth. The heroic journey, as practiced in the public service, has current exemplars in both novels and in real life. Furthermore, it is a journey that is open to both the GS-3 clerk and the agency administrator. It is an attitude reflective of a life-affirming stance towards oneself and others. / Ph. D.

Presently there are four generational cohorts in the workplace. Born from 1977 to 1997, the youngest cohort group, referred to as Generation Y (or Gen Y) in this study, has 81 million members, of whom over 29 million are already in the workplace. The importance of leader-subordinate relationships in the workplace has been confirmed; in recognizing this, leaders must identify and adapt to the changing era-shaped needs of employees, who cannot fully participate in organizational life if their most urgent needs are not being met. Because Gen Y employees are only now entering the workforce, little is actually known about the workplace needs of this cohort group. This study attempted to determine leadership needs of a Gen Y cohort as a means to enhance workplace relationships in the 21st century organization. A sequential, mixed methods study was employed to explore leadership preferences of a Gen Y cohort. Initially, focus group interviews were used to generate leadership themes. Based on these themes, an instrument was designed, and Gen Y business students from three higher education institutions were surveyed. Confirmatory factor analysis using LISREL software was used to test the themes. The driving force behind this research design was to build a foundation of understanding through inductive research (qualitative) and to test and enrich the foundation through deductive means (quantitative).

Purpose. Although performance appraisal is an important factor in the successful operation of organizations, it is often a difficult and threatening task. Traditional approaches to evaluation have proved to be neither effective nor in legal compliance. This problem affects postsecondary institutions, where customary subjective appraisal contributes to undesirable employment discrimination. This study provides postsecondary administrators with an effective and legally defensible model of performance appraisal. Research addressed these questions: (1) What does statutory law mandate in appraisal? (2) What issues, patterns, and decisions concerning appraisal have been identified through the judicial process, and what degree of consistency has been shown in decisions? (3) What standards are suggested by performance appraisal law and practices? (4) What should constitute an appraisal program for postsecondary education that synthesizes appraisal practices and emerging legal standards? Federal statutes and court records governing employment practices were examined to identify data. Data were analyzed according to principles of grounded theory development proposed by Glaser and Strauss, and complemented by legal research methodologies recommended by Alton. Appraisal law was summarized, followed by review of current practices identified in appraisal literature. A performance appraisal model for postsecondary education synthesizing legal standards and current practices was presented. Although statutes governing appraisal apply to all employers, the courts demand less stringent compliance by postsecondary institutions. The judiciary acknowledges prejudice in employment decisions in academia, but implores educators to regulate their own behavior to preserve academic freedom. In non-academic employment, periodic appraisals should be based on written, objective standards known to employees, that are valid, reliable, and fair; and administered and scored under standardized conditions by trained evaluators. Records must be confidential. The courts do not require strict compliance by postsecondary institutions; they urge, but do not mandate, that academic employees be treated without bias. Guidelines are needed to define a non-discriminatory evaluation process for postsecondary employees. This research model presents a first step toward this goal.

The purpose of this study was to examine how cultural values and conflict resolution influence the perceptions employees form about their managers. The sample for this study included 118 participants representing various organizations from the United States.

The purposes of this study were to determine whether directors and the senior student affairs officers who supervise them perceive the formal performance evaluation process to be accurate, fair, and meaningful, and whether they perceive the process to be influenced by the politics involved in the position.