A SURVEY OF MANAGEMENT TRAINING AND EDUCATION PRACTICES IN U.S. COMPANIES

A survey was systematically developed to assess issues related to management training and education, and it was sent to 1,000 randomly selected U.S. companies with at least 1,000 employees. Based on a 61% response rate, findings were obtained regarding issues such as needs assessment, management training and development approaches, reasons for selecting particular programs, characteristics of participants, how decisions are made regarding who will participate, preparation and follow-up of participants, evaluation of management training programs, future management training trends, and needed training content. Significant findings by company size and industry type also are reported.     

The College Plans of Academically Talented Students

Academically talented students scoring in the 95th and 99th percentiles on the 1986 ACTs were compared to each other and to “high average” students scoring in the 80th percentile in terms of their choices for college majors, extracurricular plans, and desires for services. Academically talented students were found to be narrow in their choices of majors but broad in their extracurricular interests. Although uninterested in personal counseling, they are demanding of career counseling, independent study, and honors opportunities.     

Hiring Practices for Human Resource Professionals: Implications for Counseling and Curriculum Development

Employers of human resource professionals described their hiring practices. This information is especially useful for counselors and for developing curricula for nonbusiness majors interested in human resource careers.     

THE INFLUENCE OF ASSESSEE PERFORMANCE VARIATION ON ASSESSORS'JUDGMENTS

Assessors evaluated assessees'performances in one of three performance conditions in an assessment center simulation: a consistent performance condition, a within-assessee performance variation condition, or a between-assessee performance variation condition. Contrast effects influenced ratings of assessees when there was variation in performance within assessees. For each assessee, the low target performance was rated lower when the assessee's prior performance had been dissimilar (high) than when the assessee's prior performance had been similar (low). Contrast effects also infiuenced assessors'ratings of the target assessee when there was variation in performance among assessees. The low performing target assessee was rated significantly lower when he was evaluated with two high performers than when he was evaluated with two low performers. In addition, ratings obtained when there was performance variation among assessees were more accurate than those obtained when there was no performance variation, suggesting that under some circumstances contrast effects may not lead to inferior judgments.     

Abuse and Older Persons: Issues and Implications for Counselors

Counselors can play a vital role in addressing the needs of increasing numbers of older persons subject to and at risk for abuse from their families, caretakers, and themselves.     

INFLUENCE OF ASSESSMENT CENTER METHODS ON ASSESSORS'RATINGS

Recently a number of authors have argued persuasively that performance ratings are influenced to a large extent by the way the rater selects, organizes, stores, and recalls information. Although the influence of the rater's cognitive processes on the obtained ratings has been considered in the job-performance evaluation literature, this issue has not been considered in the assessment center literature. The purpose of the present study was to examine how assessment center methods affect the way assessors organize and process assessment center information and affect the ratings they make. Independent groups of assessors underwent one of two methods for evaluating candidates in an assessment center. Data indicated differences in the convergent and discriminant validities and differences in the factor structures of the ratings for the two methods. The pattern of results suggested that the two methods for evaluating assessment center candidates affected the way the assessors organized the assessment center information and affected the obtained ratings. Future research should consider assessment center methods and assessors as sources of variation in assessment center ratings.     

Teachers do not Deal in Widgets

Although the use of merit pay, incentive pay, bonus pay, and job promotion are well-established measures in the private or corporate sector of American society, few examples of successful teacher merit pay systems exist. In 1983, the Eastern Washington University Department of Education surveyed six major private corporations to determine whether corporate merit pay programs could be applied to teachers and educational institutions. Survey findings suggest several reasons why merit pay programs for teachers will probably fail: (a) lack of monetary goals; (b) the necessity for subjective evaluation, which requires multiple measurement devices, extensive supervision, and time; (c) the absence of a many-tiered corporate structure in most educational institutions; and (d) increased supervisory direction that could stifle creativity and flexibility.     

A model for counselor-student-teacher involvement

School counselors need to adopt some new supplementary roles in order to get more involved in the classroom learning situation. The Inquiry Role Approach (IRA) offers such a program for counselor involvement. The IRA establishes teams of students who work with the counselor and the teacher in the regular classroom. Individual referrals to the counselor are accepted as part of the classroom routine. Preliminary evaluation of the program suggests that certain attitudes and social skills are enhanced, and the counselors benefit by dealing directly with more students in a classroom situation.