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The article discusses U.S. developments in the field of personnel management. During World War I psychologists began testing individuals on native capacity and intelligence. Researcher Carleton Parker developed a list of economic motives based on employee interviews during this time period. From 1924-1929 numerous personnel programs were developed in the U.S. Some companies have developed personnel programs solely to avoid unionization. U.S. military psychologists headed to the industrial sector post World War I. Many employers and psychologists believe that if industrial workers could be tested psychologically, the problems of human relations could be helped.

The article mentions an integrated approach to personnel management that builds constructive relationships between personnel and line supervision staff. The personnel staff and line management's division of responsibilities are explained in terms of the employment process, safety concerns, employee training, and labor relations. The personnel director is the authority and functional control in coordinating human-resource activities, as well as assisting and advising line management at all levels. Topics are improvement of the line supervisor's management skills via the "reductive" or "threat" approach or the "augmentive" or "source of help" approach.

The article discusses the importance of the bulletin board in the management-employee communication in the U.S. in November 1948. Particular focus is given to the physical appearance of the board, its placement in a convenient spot, and danger of overloading it with information. The author also comments on writing style, maintenance responsibility and variety.

The article discusses the findings of a study presented during the ninth annual Industrial Research Association in Cleveland, Ohio. Conducted by Massachusetts Institute of Technology professors Douglass Brown and Charles Myers and research director George Brooks, the study examines the labor philosophy of American managers and confirms a shifting away from anti-union philosophy towards more concern for employee communication, job satisfaction, and morale.

The article presents a discussion among five company presidents who attended the American Management Association's midwinter conference in Los Angeles, California in 1952. Don G. Mitchell, Morris B. Pendleton, Hugh L. Clary, Willard W. Keith, and J. L. Atwood were the five participants. Pendleton shares that the biggest challenge for an executive is time management, followed by classifying paper work. Atwood explains that their company has a management club organization and he tries to attend every meeting to improve communication with his employees.

Presents a basic approach for multi-nation technical communication in an industry. Development of a Fundamental English system; Vocabulary selection; Simplification of language use; Personnel training.

The article offers tips to industrialrelations executives on morale building and human relations between management and plant employees. Topics addressed include information of upcoming entertainment events in the town, a local branch of the municipal library at the plant, and meetings with company's retired personnel. Special attention is paid to the role of the quizzes in improving employer-employee communications.

The article reports on the value of using common, easily understood terminology when communicating with workers. The author explains how using language that is too technical or legalistic to be understood by the workers leads to misunderstandings. The article presents the history of legalistic communications and discusses how simplifying and humanizing the contents of notices, handbooks, employee information and other documents can communicate messages better to the common worker.

The article focuses on the way managers choose employees that are suitable for a given job as of June 1, 1939. The author suggests that employees rating is a measure for employees and a test for the managers, who have selected them. Particular focus is given to merit and talent that, according to the author, show what men deserve and what they can do. Regular reports from managers on employees' job performance are also discussed.

The article discusses several community relations strategies by Ansul Chemical Co. Ansul practices good management allowing it to avoid strikes and layoffs. President Bob Hood is said to believe that stable work for employees is an important part of good community relations. The company has a Disaster Squad, which provides services to the community in times of emergency. Ansul also ensures proper communication with employees and the community.

The article examines the responsibilities of employers toward young employees in the U.S. Topics discussed include the need for employers to provide more instruction, interest and friendship to young workers, the importance of mentorship, and the merits of providing feedback. Also mentioned are the key factors that ensure the future development of young employees including encouragement, communication, and motivation.

The author reflects on the importance of employee communications as of March 1950. He says communications must be two-way in order to be effective. He cites the communication techniques employed by jewelry manufacturer Swank Inc. and surgical dressing manufacturer Johnson & Johnson. He also mentions the Employee Questions and Request Boxes placed at the plant of postage meter manufacturer Pitney-Bowes. The use of employee house organ is also discussed.

The article discusses salary increase policies at companies in the United States as of November 15, 1947. Topics mentioned include an employee review scoring system instituted by Administrative Engineer Robert Bortner of Republic Aviation, how to communicate performance issues to employees, and how employees view raises.

The article discusses the utility of company sales reports as a tool for increasing company selling. The author describes the use of sales reports that are detailed but simplified by the employees of metal fastener company Parker-Kalon Corp. These reports help coordinate between company engineers, salesmen, and management. Sales reports also help in maintaining inventory, communication with customers, and evaluation of employee performance.

Discusses ways to make supervisor/foreman training programs more relevant. Importance of being able to communicate in the language or on the level of supervisors or foremen; Consideration of co-instructing; Enlistment of the help of other department heads in the organization.

An excerpt from the course "Handling Barriers in Communication," for administrative personnel of the New York Department of Works is presented.