The performance appraisal as usually carried out by an organization's management is often incompatible with the needs of the technical staff. Nevertheless, it serves the organizational requirement for evaluation, albeit sometimes poorly. For most professionals, however, it probably does their...

The most vexing problem in the management of salaried professionals is how to provide them with their espoused right of autonomy while ensuring adequate control of the organization. In this article, Joseph Raelin explains how a standard approach of granting professionals operational autonomy...

The author reviews some specific ways in which human resource professionals can assist management in managing other salaried professionals.

In light of recent managerial oversights such as those connected with the Challenger space shuttle disaster, having executives rely more on their professionals might serve to improve their organization's ethical consciousness. Although the professional record on corporate ethical behavior is by...

A discriminant analysis was performed on a sample (n = 114) of salaried professionals to distinguish work patterns among three age groups corresponding to early, middle and late career stages. Three distinct profiles were generated by the two significant discriminant functions which emerged. The...

A model of professional deviant/adaptive career behaviors is presented to clarify the negative behavioral effects experienced by some salaried professionals and proposed as being caused by conflicting expectations with their management. The nature of and precursors to these conflicting...