however, appear to be likely to influence the management of human resources in organizations of the future. Important in this context are (1) the management of intercultural relations, (2) the management of substance abuse problems, and (3) the refinement of the exit interview process to provide valuable information to the organization.

Intercultural relations in the organization of the future will assume greater importance for two reasons (Herr and Spiro, 1990, pp. 8081. First, the work force in the United States is becoming more diverse in a racial and ethnic context, and second, American organizations are intensifying operations in other countries.

The management of intercultural relations is, to a great extent, the development of effective intercultural communication within the organization (Blai, 1989, pp. 7073). Communication within an organization or between an organization and its external environment is not simply a matter of people and groups learning to speak to one another or to convey ideas to one another. On a more important level, such communication is the building of trust between the communicating parties. It is only when such trust is established that meaningful progress may occur.

In an intercultural environment, the greatest barriers to the development of trust and, therefore, the development o

Longenecker, P. R., Liverpool, P. R., & Wilson, K. Y. (1988). An assessment of manager/subordinate perceptions of performance appraisal effectiveness. Journal of Business and Psychology, 2(4), 311320.

Galagan, Patricia A. (1992). Managing the white space. Training & Development Journal, 46(8), 2630.

f effective communications are ethnocentric attitudes and attempts by a majority to impose a cultural imperialism. Ethnocentrism is a tendency to judge other people or groups by the standards and practices of one's own culture or ethnic group, and, as a consequence, to view people from outside one's own culture with disfavor, and to regard one's own culture, race, or ethnic group as inherently superior to all others.

Thus, a performance evaluation instrument or process should be objective, valid, and reliable. It is difficult to argue against the inclusion of such criteria in the definition of what constitutes an acceptable instrument or process. It is much less difficult, however, to argue that the acceptability of a performance evaluation instrument or process cannot be judged only on the basis of these three criteria. In addition to objectivity, validity, and reliability, a performance evaluation instrument or process must, also, be relevant and equitable, and it must provide for accountability.

Lombardo, M. M. (1985). Five challenging assignments. Issues and Observations, (5), 18.

Like, S. K. (1990, March). Don't get kicked when giving workers the boot. Financial Manager, 6869.

A second method of profit sharing