Showing papers in "IEEE Engineering Management Review in 1979"
TL;DR: In this article, the authors present a set of reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles, but full text can be found on the Internet Archive.
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
56 citations
TL;DR: In this paper, college students and professional interviewers rated and ranked bogus resumes on suitability for a managerial position on the basis of applicant sex, physical attractiveness, and scholastic standing.
Abstract: College students (« = 30) and professional interviewers (n ~ 30) rated and ranked bogus resumes on suitability for a managerial position. Applicant sex, physical attractiveness, and scholastic standing were systematically varied in the resumes. A 2 X 2 X 2 X 3 repeated measures analysis of variance on the ratings yielded four significant main effects (p < .OS), while the same analysis on the rankings yielded three significant main effects (p<.Q\). Students rated applicants more favorably than professionals. Both groups preferred males to females, attractive applicants to unattractive applicants, and applicants of high scholastic standing. The latter variable accounted for the greatest proportion of variance. However, internal analyses of the rankings revealed sex and physical attractiveness were more important than indicated by the analysis of variance.
54 citations
25 citations
TL;DR: In this paper, the relationship between positive and punitive leader rewards and employee role conflict and ambiguity, expectancies, and job satisfaction was investigated, and the data showed positive leader rewards to...
Abstract: Relationships between positive and punitive leader rewards and employee role conflict and ambiguity, expectancies, and job satisfaction were investigated. The data showed positive leader rewards to...
10 citations
6 citations
6 citations
TL;DR: In this paper, the authors used qualitative data from interviews with third parties and numerical data from a questionnaire to delineate the types and varieties of behavior associated with the formation, impact, and management of organizational romance.
Abstract: March 1977, volume 22 A model of the dynamics of organizational romance is important because organizations are a natural environment for the emergence of romantic relationships. Their emergence is feared and these fears influence decisions about the acceptability of women in organizations. The frequency of such relationships is likely to increase with more women in the workforce. Little is known about the phenomenon in general. Qualitative data from interviews with third parties and numerical data from a questionnaire are used to delineate the types and varieties of behavior associated with the formation, impact, and management of organizational romance. Factors in the formation of romantic relationships are proximity, motives, and characteristics of the work group or setting. Visibility of the relationship, behavior changes by participants, the reactions of members, and overall changes in the system are delineated as elements in understanding the impact of organizational romance. In considering the management of romantic relationships, three types of behavior are identified: no action, punitive actions, and positive actions. The impact of organizational romance is discussed in terms of Weberian assumptions and beliefs, exchange theory, personal costs, and social equity.*
5 citations
TL;DR: Relationships between life style-work group structure compatibility, life style compatibilities among co-workers and between superior-subordinate pairs, and satisfaction with work, coworkers and s
Abstract: Relationships between life style-work group structure compatibility, life style compatibilities among co-workers and between superior-subordinate pairs, and satisfaction with work, co-workers and s
5 citations
4 citations
TL;DR: In spite of much evidence of its success, many managers hesitate to establish a policy for new product development as discussed by the authors.Their indecision often arises from two reasons: they fear that a defined strategy may discourage innovation and they are uncertain how to formulate a new product strategy.
Abstract: In spite of much evidence of its success, many managers hesitate to establish a policy for new product development. Their indecision often arises from two reasons: they fear that a defined strategy may discourage innovation and they are uncertain how to formulate a new product strategy. The author of this article discredits the former notion and, in reply to the latter, proposes the guidelines for developing such a statement. As new products are essential to the continued success of most firms, the strategy must exist and must be operant if the firm is to avoid wasted time, effort, and money as well as employee confusion and discouragement.
TL;DR: In this paper, the authors present a set of reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles, but full text can be found on the Internet Archive.
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.