Three studies examined the effects of three counselor nonverbal behaviors on client evaluations. In the first study, 104 female subjects, assuming the role of client, rated a 10-minute segment of a counseling session with a standard script providing either high or low levels of eye contact, direct body orientation, and forward lean. With both male and female counselors, subjects rated counselors with high levels of these nonverbal behaviors as more attractive and facilitative. In a second study, with the script altered to provide a very low as well as a moderate level of verbal empathy, similar results were obtained with 40 different raters; however, nonverbal behavior did not, as expected, become even more significant in differentiating the facilitativeness and attractiveness of counselors. In the third study, 18 students met counselors for 10-minute initial discussions of their personal problems; counselors provided high or low levels of the same nonverbal behaviors. In this quasicounseling setting, clients exposed to the distinct nonverbal conditions did not provide significantly different ratings on the measures of attractivenesss and facilitativeness.

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Employees in 10 private for-profit hospitals responded to questionnaires regarding their work experiences, hospital facilities, and employer. Replicated results identified themes of employee opinions, including: Supervision, The Employer, Role Significance, Hospital Image, Competitiveness, Benefits, Cohesiveness, and Work Load. Only scores on the Role Significance scale differed between clinical and non-clinical respondents, with the former scoring higher. Survey methodology can be used to define an organization's culture from the employee's viewpoint. Their perception of this culture helps determine their behavior at work and their conveying the image of their facility in the community. The recent emphasis on quality improvement and 'bottom-up' management presents a particularly well-suited opportunity for the effective use of surveys. Quality improvement efforts involve employee groups which empower workers as active diagnosticians, internal consultants, and decision markers. Survey defined 'action levers' portray avenues along which such constructive efforts might be directed. Also, surveys identify themes through which management can evaluate organizational performance overall and department by department, building in means by which those responsible for units of the hospital can be accountable for achieving measurable results.

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The authors report on the factor structure of an employee satisfaction questionnaire designed for use with psychiatric hospital employees. The actions and attitudes of management were, by far, the single most prominent factor. This factor captures the extent to which management respects workers, operates with honesty and integrity, promotes efficiency, and has open lines of communication with employees. By surveying employees about the 15 items of this factor, psychiatric hospital managers can obtain a sense of their employees' overall satisfaction. Hospitals must hire and train managers who can convey the qualities represented in this satisfaction factor. It is also important for hospital managers to recognize that employee satisfaction is strongly related to how employee complaints are handled, how employees perceive the quality of patient care, and the extent to which employees believe the hospital serves the greater community.