Personnel management theorists and practitioners have assumed that human resource activities have a positive effect on employee attitudes. The present study is an empirical investigation of this assumption. It is hypothesized that an organization's actual human resource programs affect employee perceptions of the organization's commitment to human resource efforts, which in tum affect general employee work attitudes. The results of a field survey of two autonomous organizations supports this hypothesis. Practical implications of these results are discussed and suggestions for further research are offered.

Teams are championed to improve many aspects of organizational performance, including customer service, productivity, employee morale, and job satisfaction. But not all teams are successful. Recent studies show that one major cause of team failure is the lack of appropriate training for team members. Team training is most productive when it focuses on important behavioral and process subjects needed for group success. Additionally, training material is used most effectively when it is presented at a logical point during team development. This article discusses ways to develop superior team training programs and the proper sequencing of training content for effective application. It also presents a model training program based on the four recognized stages of team development.

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