Strategic Human Resource Issues -- Strategic Human Resource Issues: Perceptions of the Human Resource Planning Society Corporate Sponsors -- Building Local Labor Market Dynamics into Workforce 2000 -- Developing the Human Resource Executive as a Strategic Partner: Turning Concept into Reality -- Powerful Partnerships: Linkages between HR and Strategic Business Activities in the Delaware Valley -- Empowering People at the Workforce Level -- Focusing Bordon Employees on Continuous Improvement -- The Bottom Line of Empowerment -- Management Practices Leading to High Work Unit Performance -- Restructuring/Right-sizing -- Management of a Major Downsizing at a Naval Shipyard -- Voluntary Excessing Employees: The Right Way to Downsize an Organization -- Implementing Organizational Change: An Ordinary Effort for an Extra-ordinary Situation -- Staff Reduction and the Bottom Line: Less Is Not Always More -- Managing People -- A Cross Cultural Study of Managerial Attitudes toward Executive Development: Implications for Transnational Organizations -- Hourly Training Needs: The Bottom Line Reaches the Leading Edge -- The Industrial Adjustment Service: A Canadian Model for Change Management -- Employee Pay Plan Preferences in a Bank -- Employee Commitment: The Elusive Edge -- Measuring the Impact on the Bottom Line -- Defining Effectiveness and Efficiency Measures in the Context of Human Resource Strategy -- Why Measure the CEO's Performance -- Company Values: A Key to Managing in Turbulent Times -- Quality of Output Programs for Manufacturing and Service Industries -- Workforce Analysis and Turnover Forecasting: Building Capacity in New York State Government -- Survey Data as a Catalyst for Employee Empowerment and Organizational Effectiveness -- Contributors.

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