This article reports on the development and assessment of a customized executive education experience, designed for the managers of a large financial services organization. It was designed to incorporate many of the desirable outcomes of “action learning” such as organizational impact and...

Many 1980s western managers, stressed by global changes in resource costs, competitive pressures, and technological imperatives, strive to emulate Japanese management models and practices, such as Quality Circles (QCs). The implementation and cultural‐motivational barriers to an effective QC...

Personal problems of employees impair their productivity. These may be family, emotional, alcohol or other drugs, or just living problems. Employee assistance is an action‐oriented programme designed to recognise symptoms of problem employees before they become costly to the employee as well...

In the United States of America many employers use a polygragh and other tests to attempt to ascertain the honesty of potential employees. The history of polygraph testing with all the associated difficulties is examined, as is the validity of these tests. The evidence suggests that is not...

Evidence exists which suggests that organisations may have misinterpreted the intent and letter of the current US law in personnel selection. The flawed response that many organisations have taken as a result of this misinterpretation is described. While “unfair discrimination” is...

Personality types of police officers being recruited and serving in police departments in Australia, the US and the UK are compared and contrasted. New evidence concerning the psychological types of both recruits and serving officers in the Queensland Police Department is presented. Comparisons...

The cultural differences between British and American managers observed while teaching applied psychology to classes of both ationalities are discussed. Each group was taught materials with a dominant cognitive and affective focus in university and management development courses. Two categories...

Whether a change in the composition of top management reflects the magnitude of a company′s strategic change, and whether this fit between strategic change and top management change is related to organisational effectiveness are discussed. Data were yielded by a content analysis of 1981‐82...