This document contains four papers from a symposium on performance improvement processes. In "Never the Twain Shall Meet?: A Glimpse into High Performance Work Practices and Downsizing" (Laurie J. Bassi, Mark E. Van Buren) evidence from a national cross-industry of more than 200 establishments is used to demonstrate that high-performance work systems are associated with less downsizing and with improved performance (even during downsizing activity). "Performance Diagnosis Matrix: A Discussion of Human Resources Development Scholarship" (Wendy E.A. Ruona, Elaine Lyford-Nojima) examines 15 questions that address performance variables (mission/goal, systems design, capacity, motivation, and expertise) at three performance levels (organizational, process, and individual). "An Exploratory Study of Significant Relationships and the Work Performance Styles of Peak Performers, Workaholics, and Average Performers" (Gloria Wright) details the findings of in-depth interviews with 30 subjects identified by their peers or supervisors as exhibiting characteristics of a peak performer, average performer, or workaholic. The importance of examining and coordinating formal training and development messages with the content and dissemination of other organizational messages such as employee communication, marketing, policies and procedures, and promotional communication to avoid information overload, communication gaps, and contradictory information is emphasized in "Integrating Communication in Organizations" (Diane M. Gayeski). (MN)