The authors review the state of the art in employee development, identifying what human resource development is, how it functions in today's organizations, what kinds of programs and methods are available, and how such programs are evaluated. They offer an integrated and comprehensive model of employee development through which programs can be implemented and coordinated in order to achieve better results. Finally, they provide case studies of two organizations that have utilized the integrated approach to employee development that they advocate.

Part one of this book is directly primarily to the significant decision-makers at all levels of government. The contents should be of interest and significance to employee development specialists and administrators in organization and employee development requires the understanding, acceptance, and commitment of those who ultimately make the key decisions. Part two includes some of the ways by which employee development might be more effectively achieved in terms of what has been learned of this process to date.

Managers are repeatedly confronted by the need to decide whether a proposed non-technical program purporting to improve their operations should be accepted or not. This book will put involved personnel on surer footing in reaching decisions on proposed programs. It updates major information concerning pre-appraisal procedure, brings it together, and focuses on the purpose of preappraisal programs. In its review of research and experiential indications, the volume can provide a better understanding of what influences employee productivity and satisfaction.

How to develop your people and groom future leaders--at the same time.

Vols for 1908- have as Appendix IV: Rules and the civil service law.

Issues for 1974- include minutes, recommendations, special reports, etc