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With the increased interest in work‐related stress that has evolved in the last several years has come a corresponding interest in stress management techniques and interventions. The effectiveness of four individual stress management techniques (relaxation training, biofeedback, cognitive techniques, and exercise) are considered and some of the weaknesses of much of the current stress management evaluation research are identified. Finally, some suggestions are made for improving the overall quality of such research.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

Temporal dimensions of work is about how individuals perceive the concept of “time”. Time is the critical success factor in any organisation. This article focuses on the theme time, diversity and team performance with an attempt to emphasise that time acts as a mediator between the group and its performance in organisations. The question addressed in this paper is whether the different temporal dimensions of the diverse work force affects the team performance. The study also attempts to understand the impact of task meaningfulness, performance norms and organizational temporal orientations on the team performance in diverse work force.

In recent years the importance of market‐related information obtained by the sales force and used in marketing decision making has been recognized, but seldom studied. Where investigations have explored the sales force intelligence‐gathering function, researchers have focused on selected aspects of this activity and generally ignored the overall system in which information collection and transfer take place. This article attempts to satisfy the need for such a system by presenting a model of the sales force intelligence‐gathering function.

The place to begin restructuring manufacturing operations is on the shop floor where overspecialization of workers is the main barrier to improved productivity and quality.

As a general rule, you should keep the following equation in mind when motivating Einsteins:

“Is there reason to believe that top management might be receptive to dramatically expanded HRM involvement in decision making? Yes, because intense competition and unprecedented environmental changes, particularly in the last two years, have irreversibly changed the way successful businesses must be run… Therefore, top management… should support a new vision of the HRM function, especially a vision that enhances corporate performance.” (Anderson & Fenton, 1993:73)

Text book theories of motivation are abundant. Content theories such as Maslow's hierarchy of needs and Herzberg's two factor theory or process theories such as expectancy theory and reinforcement theory are practiced in most American companies. The key difference between the best managed companies and other companies is their methods of implementation in their particular environment. Black and Decker, Lincoln Electric, Honeywell, Walmart, Dupont and Phillip Van Heusen are seven of America's best managed companies who use creativity and innovation to motivate employees.

Much research has been conducted on the causes and consequences of stress (Ivancevich, 1986; Cooper & Payne, 1988; Sauter, Hurrell & Cooper, 1989). More recently, researchers have turned their attention to strategies that might be used to remedy the problem (Cooper, 1987). A number of papers address the issue at a conceptual level, suggesting different ways of categorising stress intervention techniques. Matteson and Ivancevich (1987) draw a distinction between preventive and curative strategies. DeFrank and Cooper (1987) suggest that interventions can focus on the individual, the organisation or the individual/organisational interface. Murphy (1988) presents three levels of intervention: primary (stressor reduction), secondary (stress management) and tertiary (employee assistance programmes).