Showing papers on "Job security published in 1979"

Effects of Job Peripherality and Personal Characteristics on the Job Satisfaction of Part Time Workers

Abstract: Sixteen groups of part time employees in a retail sales organization were created by classifying employees by the number of hours they worked per week and whether they were employed on a seasonal o...

Supervisor-Worker Relationship Affects Injury Rate

Abstract: Two research studies on construction safety are presented in this paper. The primary focus is on how managerial styles and company policies can have a direct impact on safety performances. Results show that safer performances exist in those situations where the supervisor respects and acknowledges the worker's viewpoint in job-related conflicts. Situations where a dogmatic approach to conflict resolution was cited to prevail were associated with higher incidences of injuries. Greater assurance of job security exists, along with better safety performance, when the foremen do not have full authority in the firing of workers. In one study it was shown that managerial practices play a more vital role in reducing injuries in an open shop environment than in a union environment.

A Survey of Clinical Practice in Music Therapy Part I: The Institutions in Which Music Therapists Work and Personal Data

Abstract: In the spring of 1978, 1,064 questionnaires were mailed to registered music therapists working in clinical settings. Part 1 of this paper reports on the types of institutions in which music therapists work, who employs them, and the salaries they earn. This section also deals with age, sex, religion, job satisfaction, job security, types of handicapped persons with whom music therapists prefer to work, work experience, and longevity.

Steady state effects of a later mandatory retirement law for tenured faculty

Abstract: Recently a new law was enacted that would raise the mandatory retirement age from 65 to 70 for all occupational groups except tenured faculty in higher educational institutions. The exception for faculty, which extends to 1 July 1982, was granted because tenure holding professors enjoy a measure of job security that is unknown outside the academic sphere; this uniqueness led many to feel that an extension of faculty lifetime careers could possibly have very serious effects on the fiscal and academic health of colleges and universities, and that a delay was necessary in order that the situation could be carefully researched. This paper analytically investigates these conjectures and rigorously shows that they have been greatly exaggerated. By using a four stage model of the tenure system, it is easy to show the effect of progressively later retirements on the tenure ratio, flow of new faculty, and faculty salary budget. As many researchers would intuitively feel, neither early nor late retirement has an unusually disruptive effect on any of these critical variables.

How to reduce turnover by creating a positive work climate.

Abstract: Despite company attempts to reduce employee turnover by offering attractive salaries and benefits, Kushell notes that attrition continues at an alarming rate. He states that more than one of every three employees will change jobs over the next five years, a transition that will take its toll on company morale and productivity. The underlying factor, according to the author, is the quality of the working environment. A 1969 University of Michigan survey of 1,533 workers, at every occupation level, reported that all respondents ranked interesting work and authority to get the job done far ahead of good pay and job security. Sources of employee frustration include a stifling bureaucracy, excessive job expectations, and unsuitable jobs. The author suggests that top managers ask themselves whether they are missing out on or losing talented employees. If this is the case, there are several guidelines management should follow: improve communication between employees and top management; define expectations of the employee; and promote candor in the job interview. Kushell concludes that top executives can have an impact on turnover by paying attention to what employees really want rather than what management thinks they want.

Utilization of Women in Industrial Career Fields.

Abstract: : In an effort to expand the utilization of women in nontraditional industrial careers, this report examines relevant managerial and personnel issues and develops recommendations for Air Force policies to deal with them. The report presents a comprehensive review of the literature, an annotated bibliography, data analysis from a pilot study of three corporations, and recommendations and conclusions for the above noted sources. These recommendations include suggestions (a) to perform an organizational audit to gather baseline data on Air Force policies affecting women and to identify where the biggest problem areas are; (b) to focus part of the recruitment effort on women who are in their mid-to-late 20s; (c) to emphasize the positive aspects of nontraditonal jobs such as good pay and job security; (d) to offer extensive counseling to new recruits and enlisted women; (e) to encourage those women with a reasonably high chance of success; (f) to provide compensatory instruction mechanical and electronics information; (g) to train women in groups of two or more; (h) to sensitize key personnel to Air Force policies affecting women; (i) to communicate Air Force policies concerning women in a highly visible manner; and (j) to eliminate sexist language from all Air Force communications. (Author)

A Research Model of Labor-Management Productivity Program Effectiveness.

Abstract: This paper presents a theoretical model of labor-management productivity program effectiveness. Effectiveness criteria are stated to be improved productivity, employment, and labor-management clima...

What hospital employees value most.

Abstract: Do employees want a high salary, job security, lots of leisure time, chances for pomotion, or satisfying tasks? A study in a 487-bed hospital of employee attitudes toward work revealed that what employees value most about their work depends, in large measure, on the kind of jobs they have.