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This article presents a multiple-role-play technique used in teaching business policy and strategy. Students are immersed in the role play for 8 weeks and must alternate among four different roles. This methodology captures the benefits of in-depth analysis of a single case and variety obtained through the use of several cases. The methodology affords ample time for lecture and discussion of strategy and policy concepts, provides for integration of previously learned material, and affords students an opportunity to witness strategy and policy "in the making" from three different viewpoints: those of executive, consultant, and employee.

Few exercises have been developed that focus on political behavior in organizations. This paper describes an exercise that teaches participants about political tactics and their underlying hidden agendas. In the exercise, students are divided into two groups: members of a Crime Fighting Task Force and observers. The committee members discuss how to combat crime while the observers watch for political tactics and then meet to pool their observations. Ultimately the exercise is debriefed in terms of political tactics, hidden agendas, group decision making and the relationship between the three of these.

While most ABSEL members have developed web sites for the classes that they teach, many may not be aware that recent legislation regarding access for the handicapped require that these sites be accessible to all. This paper provides a brief review of the laws pertaining to making web sites available to the handicapped. It also reviews guidelines made by two organizations regarding how to implement the law. Finally, the paper examines how major software developers are addressing these issues and reviews various Internet sites that ABSEL members can turn to for further information and free testing of existing materials.

A two-phase study was conducted to test the Situational Occurrences Theory of Job Satisfaction. The theory was designed to address the following anomalies: (1) why do employees holding seemingly excellent jobs in terms of the traditional job facets such as pay and benefits sometimes report low satisfaction, (2) why do employees holding similar jobs at the same or different organizations with similar pay, etc. have different job satisfaction levels, and (3) why do employee job satisfaction levels change over time when pay, etc. remains relatively stable? The theory posits that job satisfaction is a function of a relatively finite and stable set of variables called Situational Characteristics and a broader based, fluid set of variables called Situational Occurrences. It was hypothesized that overall job satisfaction could best be predicted from a combination of Situational Occurrences and Situational Characteristics than by either alone. It was also hypothesized that Situational Occurrences play a dominant role in determining subsequent satisfaction with the job. Both hypotheses were supported. In addition, male and female differences in the relative importance of Situational Characteristics and Situational Determinants were found.

As labor market shifts give rise to more pay inversion, employers must seek solutions or face an increasingly disengaged workforce.