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What is the best way to formulate a task group for optimal participation? Four hypotheses, which could affect a group process interaction are tested by a survey of MBA students. The major process variable appears to be length of time studying, implying that the more time individuals are exposed to process issues, the more time they will want to spend on process issues in groups.

Describes the experiences of an organization which made the decision to establish a new production facility and empower its workforce using self‐managed work teams. Elaborates on some of the selection issues surrounding this site and includes the reasoning used to select employees for this facility. Finally, relates recommendations for making selection decisions in this type of situation. Fully expects that SMWT and other flexible/adaptive structures will become more and more popular in the future, and that managers need to know how to select employees to maximize the effectiveness of this structure.

As self‐managed work teams become more popular and companies try to take advantage of their apparent productivity improvements, it is necessary to emphasize that there are some very exacting requirements if they are to be successfully implemented. Points out major areas to be addressed if organizations are to be successful with this new work system. Offers some suggestions for successful implementation strategies.

By reorienting the study of work and leisure to a more sensitised approach, wherein “common‐sense” understandings of actors may be the grounding for scientific understanding, it may be possible to discover how these actors construct, modify and change their meanings regarding work and leisure. The categories which fall between work and leisure may be crucial and examination of these may determine conditions under which work has spillover, compensatory relationship, or no relationship to leisure.

Forces of international competition and innovations within organizations have led to the development of employee involvement programmes, including self‐managing work teams. The widespread use of such programmes poses special problems for human resource management. Outlines how the human resource management process and the role of the HRM professional can be changed to increase the effectiveness of self‐managing work teams.

One of the most broadly based and prolific literatures in the social sciences has been in the work and/or leisure area. Since the 1930s, researchers and theorists, based mainly in Western Europe and North America, have generated impressive amounts of empirical research and theories about the relationships have appeared regularly from this literature:

The improvement of performance appraisal systems is a matter of sharing a social definition of performance appraisal that is congruent with the original intent decided by the organisation. The management development professional can aid the process by being educated about appraisal systems, analysing the potential benefits to the organisation, and accepting that all appraisers need training. To help performance appraisal reach its fullest potential, management development professionals need to be political strategists, appraisal system experts, trainers, salespeople and catalysts, in combination.

Documents the utilization of the self‐managing work teams concept throughout the world. Specifically, explores such utilization in Australia, Canada, Japan, Sweden, the United Kingdom and the United States of America. Also investigates the pioneering use of that concept by the unions, e.g. the Communication Workers of America. Demonstrates the value of this new concept in enhancing global competitiveness. Also looks at the impact of the dominant cultural paradigm and its possible effect on the success (or lack thereof) of this concept in the various countries. Finally, suggests the need for further research to ensure an increased understanding of the successful utilization of self‐managing work teams throughout the world.

There are no significant differences between work and job satisfaction, especially among groups using flexitime. Additional research is still needed to identify variables which do impact on the work‐leisure relationship. A sample of 138 managerial and professional employees from a range of organisations, administered with a questionnaire containing demographic data, a leisure satisfaction scale, work satisfaction scale, imbedded scales on role conflict, ambiguity and organisational commitment, showed conflicting findings on the work‐leisure relationship

The potential of a probabilistic developmental model of leadership with a possible vast array of organisational applications, suggested by a recent study, is evaluated in light of the historical development of the leadership construct and to suggest directions for the future. The historical development of leadership theories is explored, the model presented, and its potential and limitations discussed.