Showing papers on "Job security published in 1992"
TL;DR: The authors explored the relationship between job insecurity associated with a layoff and the work effort of employees who survived it and found that the relationship took the form of an in-depth field study.
Abstract: The field study reported here explored the relationship between the job insecurity associated with a layoff and the work effort of employees who survived it. The relationship took the form of an in...
450 citations
TL;DR: In this paper, the authors examined the relation between feelings of job insecurity and various attitudes and opinions of employees towards their work and the organization and showed that JI is associated with more negative evaluations of all aspects of the company and the job, including more objective variables such as the quality of products and services.
Abstract: Examines the relations between feelings of job insecurity (JI) and various attitudes and opinions of employees towards their work and the organization. Analyses survey data from 11 European high‐tech organizations with a total of 8,483 respondents. Shows that JI is associated with more negative evaluations of all aspects of the company and the job, including more objective variables such as the quality of products and services. Particularly high correlations are observed between JI and negative judgements on management and the company in general. Further presents the development of a questionnaire to assess JI. The questionnaire is then used to study differential effects of JI on persons with internal and external locus of control, and with high and low social support.
266 citations
TL;DR: In this paper, the authors examined the moderating effects of growth need strength (GNS) and context satisfactions (viz., pay, job security, co-worker, and supervision) on the relations among the core job characteristics, critical psychological states, and work outcomes.
128 citations
TL;DR: In this article, a four-stage model of how role ambiguity, role conflict, job insecurity and job satisfaction affect three aspects of marital functioning (sexual satisfaction, psychological aggression and general marital satisfaction) was tested and two mediator variables linking work experiences and marital functioning were concentration difficulties and depression.
Abstract: Few studies on the interaction between work experiences and family functioning have focused on specific aspects of work and the family, nor have many studies identified links in the process whereby work affects the family A four-stage model of how role ambiguity, role conflict, job insecurity and job satisfaction affect three aspects of marital functioning (sexual satisfaction, psychological aggression and general marital satisfaction) was tested The two mediator variables linking work experiences and marital functioning were concentration difficulties and depression In a sample of 190 employed married people the model fit the data The three work stressors (ambiguity, conflict and job insecurity) affected all three aspects of marital functioning via concentration and depression, and the relationship between job satisfaction and marital functioning was mediated by depression
127 citations
TL;DR: For managers in large-scale organizations, careers have traditionally provided a set of organizing principles around which they have been able to structure both their private and professional lives as mentioned in this paper, and through them, they were able to experience a sense of security, stability, and order.
Abstract: For managers in large-scale organizations, careers have traditionally provided a set of organizing principles around which they have been able to structure both their private and professional lives. Through them, they have been able to experience a sense of security, stability, and order. Personal feelings of growth and advancement have been achieved through jobs which provide not only the opportunities for the completion of specific tasks but also a mean whereby longer-term personal goals can be achieved. Indeed, the combined promise of job security and advancement within corporate hierarchies-as linked with incremetal increases in authority, status, and pay-have constituted the major rewards of the modern managerial career. It has been largely through these mechanisms that large-scale organizations have been able to obtain the motivation and commitment of their managerial staff. During the 1980s, however, a variety of technological, organizational, and broader social changes have led many observers to s...
114 citations
TL;DR: In this paper, the authors identify and investigate factors that might influence restaurant employees' degree of service orientation, which is characterized as the disposition of employees to be helpful, thoughful, considerate, and co-operative towards customers.
78 citations
01 Jan 1992
74 citations
TL;DR: In this paper, a job insecurity measure is developed and analyzed using a sample of union members, and the results indicate that the relationships between union variables and individual perceptions of insecurity depend on the organizational level at which threats occur (e.g. arbitrary supervision or organizational decline).
Abstract: Although recent studies have demonstrated that union workers value job security, little research exists about what causes these perceptions and how unions might affect them. In this study, a job insecurity measure is developed and analysed using a sample of union members. The results indicate that the relationships between union variables and individual perceptions of insecurity depend on the organizational level at which threats occur (e.g. arbitrary supervision or organizational decline). Furthermore, for higher source-level threats, union members are often sensitive to the wage-employment trade-off in that, if they perceive their union to effectively raise wages, they have higher levels of job insecurity. However, work rules do not appear to have much effect on reducing job insecurity perceptions.
24 citations
TL;DR: The results showed that job stress, job motivation, job expectations, meaningful work, knowledge of work results, commitment to career, health difficulties, task identity, supervision, dealing with others at work, opportunity for advancement, pay and job security had a significant effect on job satisfaction.
Abstract: Objective To develop a conceptual path model to explain the effects of a set of personal and work-related independent variables and the dependent variables of situational stress, job stress and job motivation on job satisfaction among critical care nurses. Design A prospective descriptive study using a conceptual path model. Setting Nine hospitals licensed for at least 250 beds in the northeastern, northwestern, northcentral, and southern regions of Florida. Sample Three hundred female critical care nurses employed in the nine hospitals who had worked full-time for at least 3 months. Measurements Subjects were administered a demographic and work survey questionnaire, Daily Hassles Instrument, Psychological Hardiness Test and the Job Diagnostic Inventory. Main outcome measures A conceptual path model was constructed to illustrate the effects of a set of personal and work-related independent variables and the dependent variables of situational stress, job stress and job motivation on job satisfaction. Main results Path analysis of a job satisfaction model resulted in a causal progression of situational stress leading to either job stress or job motivation, both affecting job satisfaction. The results showed that job stress, job motivation, job expectations, meaningful work, knowledge of work results, commitment to career, health difficulties, task identity, supervision, dealing with others at work, opportunity for advancement, pay and job security had a significant effect on job satisfaction. Conclusion Thirteen variables had a significant effect on job satisfaction and explained 63% of the variance. The four most significant effects on job satisfaction were opportunities for advancement, meaningfulness of work, pay and supervision. Commitment to the career, task identity and job security had a modest effect on job satisfaction.
22 citations
TL;DR: The authors explored gender differences in the reasons why academics accept or reject offers of faculty positions and found that both female and male academics who accepted positions generally were influenced most strongly by the academic reputation of the department and university, the compatibility of the appointment with the needs of family members, including dual-career relationships, and the attractiveness of the job offer, especially the length and type of contract.
Abstract: This study explored gender differences in the reasons why academics accept or reject offers of faculty positions. Using both open-ended questions and rating scales, 115 academics in the early stages of their careers who had accepted or declined/resigned university positions between 1986 and 1989 were interviewed. Contrary to suggestions in the literature, few significant gender differences emerged. In particular, family needs were a major consideration for both men and women. Responses revealed that both female and male academics who accepted positions generally were influenced most strongly by the academic reputation of the department and university, the compatibility of the appointment with the needs of family members, including dual-career relationships, and the attractiveness of the job offer, especially the length and type of contract. Male rejecters showed a similar pattern while female rejecters focused primarily on family needs and the job offer. Opportunities for personal development, support for research, the job market, teaching assignments, and geographical location were generally less influential for all respondents. Salary and discrimination were cited least frequently as factors underlying employment decisions. The results imply that academic recruiting for both female and male faculty members can be best enhanced by emphasizing the quality of academic life in the department and university, accommodating the needs of family members, and offering greater job security in the form of longer, tenure-track appointments.
21 citations
TL;DR: Fallick et al. as discussed by the authors analyzed the optimal search behavior of unemployed workers who may search in two distinct labor markets or sectors of the economy, and showed that the optimal policy assigns the same reservation wage but different search intensities in each sector.
Abstract: I. INTRODUCTION A person looking for a new job faces a choice not only of which jobs to accept, but where to search for a job. In this connection, differences in job security across sectors of the economy would appear to be a major concern of many workers. However, job security has not found a commensurate place in the literature on job search, largely due to the single-sector orientation of standard search models. This paper analyzes the optimal search behavior of unemployed workers who may search in two distinct labor markets or sectors of the economy. It is shown that the optimal policy assigns the same reservation wage but different search intensities in each sector. The search literature has generally assumed that a worker searches for a job in a single labor market. Jobs differ from each other once found, but while searching all jobs look the same to a worker until an offer is made. In this context, jobs with higher layoff rates have been shown to induce higher, lower, or no different reservation wages than similar jobs with lower layoff rates, depending upon the specifics of the models, which are not compelling. Examples include Burdett and Mortensen |1980~, Hey and Mavromaras |1981~, Ioannides |1981~, Sargent |1987~, and Wright |1986; 1987~. Despite our intuitions, these studies provide no strong suggestion that a worker will be more likely to become employed in a type of job which offers greater job security, all else equal. It is otherwise in a multi-sector world. While the reservation wages associated with the two sectors of the economy are equal despite differences in layoff rates, a worker will search more intensively in the sector with a lower layoff rate. II. THE MODEL The model is simple. The worker maximizes his expected wealth in a continuous-time, stationary environment over an infinite time horizon. There are two sectors, A and B. Each is characterized by a (permanent) layoff rate, an offer-arrival rate, and a wage-offer distribution. The model generalizes the standard search paradigm and generalizes easily to N sectors. Accordingly, familiar derivations will be omitted. They can be found in Fallick |1990~. An unemployed worker may search for a job in either or both of the sectors simultaneously. He pays search costs depending upon how much he searches in total. The worker may not search while employed, and there is no possibility of being recalled to a previous job. The worker may move from unemployment to employment in either sector by receiving and accepting a wage offer from that sector. Wage offers from sector j, j = A,B, are random variables drawn independently from a constant, exogenous distribution function |F.sup.j~(w). Offers expire immediately if not accepted. An employed worker may move from employment in either sector to unemployment by being laid off. Every job in a sector has the same layoff rate. An employed worker never quits. (It would never be optimal to quit anyway.) Assume that the instantaneous probability of receiving a job offer from sector j is equal to ||Alpha~.sub.j~|Sigma~(|s.sub.j~), where ||Alpha~.sub.j~, the "offer-arrival rate," is the exogenous instantaneous probability that an offer from sector j arrives during the period. The term ||Alpha~.sub.j~ is constant over time. The term |Sigma~(|s.sub.j~) is a function of the "intensity" with which the worker searches in sector j while unemployed. Normalize the total amount of search intensity available at any one time to unity, so that |s.sub.A~ + |s.sub.B~ |is less than or equal to~ 1. Let |Sigma~(|center dot~) be an increasing concave function with |Sigma~(0) = 0, |Sigma~(1) = 1, |Sigma~|prime~(0) = |infinity~ and |Sigma~|prime~(1) = 0. The instantaneous probability of a permanent lay-off from a job in sector j is ||Lambda~.sub.j~. There is a constant marginal cost of searching, c. Assume that job offers and layoffs are generated by constant Poisson processes. In standard fashion, the instantaneous probability of receiving more than one offer simultaneously vanishes. …
Book•
01 Jan 1992
TL;DR: Harsh but fair a taxonomy of dismissals substantive fairness in disciplinary dismissals procedural fairness economic dismissals and social cost civil liberties in the shadow of managerial prerogative the search for legal guarantees of job security the social and economic effects of dismissal law as mentioned in this paper.
Abstract: Harsh but fair a taxonomy of dismissals substantive fairness in disciplinary dismissals procedural fairness economic dismissals and social cost civil liberties in the shadow of managerial prerogative the search for legal guarantees of job security the social and economic effects of dismissal law.
TL;DR: In this paper, it is argued that experienced workers perform a dual function, both producing output and transmitting their firm-specific human capital to new hires, and that if the costs of contingent contracting or ex post settling up prevent firms from directly compensating workers for training services rendered, firms can instead compensate worker-trainers with job security and protection from competition for scarce jobs with the workers they train.
Book•
01 Nov 1992
TL;DR: In this paper, the authors examined civil service pay and classification in Bangladesh, India, Nepal, Pakistan and Sri Lanka, and developments in level and structures of employment and of pay there from 1977 to 1987.
Abstract: This study examines civil service pay and classification in Bangladesh, India, Nepal, Pakistan and Sri Lanka, and developments in level and structures of employment and of pay there from 1977 to 1987. In that period, civil service pay came under increasing pressure in South Asia, leading to a weakening of the civil service's traditional role as the leading employer in terms of pay, conditions and job security. However, pay remains an important factor in sound human resources management in the civil service, affects the government's ability to recruit and retain personnel, and influences staff motivation and performance.
01 Apr 1992
TL;DR: The changing role of the principal under school-based management is examined in this paper, where the implementation of the Chicago School Reform Act in 1989 shifted responsibility for school governance from the Central Board of Education to schoolbased management councils at each of the city's schools.
Abstract: The changing role of the principal under school-based management is examined in this paper. The implementation of the Chicago School Reform Act in 1989 shifted responsibility for school governance from the Central Board of Education to school-based management councils at each of the city's schools. Interviews were conducted with 10 elementary and 4 high school principals. With regard to role changes, principals reported that they have assumed the roles of information provider and leader for their local school councils (LSCs). They also said that they must now share authority with various constitutional groups and consult with LSCs and faculty on most decisions. They have greater discretion over budgeting and flexibility in programming, but experienced the following negative changes in the work environment: longer hours; lack of job security; accountability to 10 new bosses; and additional responsibilities without pay. External factors that affected principals' work included an underfunded system and an unresponsive central office. Other issues to be addressed are the need to delegate tasks and share accountability. A summary table is included. (Contains 6 references.) (LMI) *********************************************************************** Reproductions supplied by EDRS are the best that can be made from the original document. *********************************************************************** O Chicago Principals Under School Based Management: New Roles and Realities of the Job Darryl J. Ford Chicago Panel on Public School Policy and Finance U S DEPARTMENT OF EDUCATION e of Educational Research and Improvement EDUCATIONAL RESOURCES INFORMATION CENTER IERICI As document has been reproduced as received from the person or orgentzatton ortotnanng Minor changes have been made to improve reproductton Quaid, Po nts st.fev. dr options stated rn to .s do( u 'nem do not necessarty represent off tr-ta GERI 00S.1,,,o or C.0I.Cy PERMISSION TO REPRODUCE THIS MATERIAL HAS BEEN GRANTED B, TO THE EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) Paper presented at the annual meeting of the American Educational Research Association, San Francisco, April 1992.
TL;DR: In this article, a detailed questionnaire survey of the economically active in the Southampton city-region was conducted and it was found that the decline in both manufacturing and public services, together with the expansion of employment in private sector services, has been associated with trends towards dualism in respect of incomes, promotion prospects, fringe benefits, skill levels, job security and levels of job satisfaction.
Abstract: Empirical research in Britain has failed to keep pace with the profusion of theorising about tendencies towards dualism in labour markets. This paper attempts to improve upon previous aggregate studies of labour-market change with a detailed questionnaire survey of the economically active in the Southampton city-region. The research suggests that the decline of employment in both manufacturing and public services, together with the expansion of employment in private sector services, has been associated with trends towards dualism in respect of incomes, promotion prospects, fringe benefits, skill levels, job security and levels of job satisfaction.
01 Jan 1992
TL;DR: In this article, the authors compared Sweden and the EC countries with respect to the trends in female part-time work and the extent of job security and social benefits for parttime workers.
Abstract: Following the steep rise in female labour force participation over the last 20 years, part-time employment has increased in most Western countries.1 This paper compares Sweden and the EC countries with respect to the trends in female part-time work and the extent of job security and social benefits for part-time workers. For Sweden I report my findings and explanations for the trends and discuss the effects on women’s economic position. This comparison is of interest since Sweden has had, for a long time, a high proportion of part-time workers who work rather long hours and enjoy full social benefits, and because Sweden aspires to a closer association to the EC.
TL;DR: Abraham and McKersie as mentioned in this paper provide an illuminating description of the current state of internal labor market theory and practice, document the evolution of trends in the public and private sectors, and join in a concern for disadvantaged and unemployed workers that is all too rare in scholarly work.
Abstract: The structure of employer/employee relationships is changing. These original contributions report on new developments taking place in today's labor market and on the role of public policy in shaping that process. They provide an illuminating description of the current state of internal labor market theory and practice, document the evolution of trends in the public and private sectors, and are joined in a concern for disadvantaged and unemployed workers that is all too rare in scholarly work. A central theme is the adaptation of labor market institutions to the important environmental changes of recent years, including the shift to an international marketplace for goods and services, the spread of new workplace technologies, new work force demographics, and changing conceptions of the role that government should be expected to play.Katharine Abraham is Associate Professor of Economics at the University of Maryland. Robert McKersie is Professor of Industrial Relations at the Sloan School of Management at MIT.Contents: Introduction, Katharine G. Abraham. Norms and Cycles: The Dynamics of Nonunion Industrial Relations in the United States, 1897-1987, Sanford M. Jacoby. The Effects of Worker Participation in Management, Profits and Ownership of Assets on Enterprise Performance, Michael A. Conte, Jan Svenjar. Restructuring the Employment Relationship: The Growth of MarketMediated Work Arrangements, Katharine G. Abraham. The Evolving Role of Small Business and Some Implications for Employment and Training Policy, Gary W. Loveman, Michael J. Piore, Werner Sengeneberger. Employment Security and Employment Policy: An Assessment of the Issues, Paul Osterman, Thomas A. Kochan. The Equity and Efficiency of job Security: Contrasting Perspectives on Collective Dismissal Laws in Europe, Susan N. Houseman. ContinuousProcess Technologies and the Gender Gap in Manufacturing Wages, Susan B. Carter, Peter Philips. Reducing Gender and Racial Inequality: The Role of Public Policy, Peter Gottschalk. Government and the Labor Market, Robert M. Solow.
Journal Article•
TL;DR: In this paper, the attitudes of young people soon to enter the work force in three distinct Canadian labour markets were examined, and the relationship between gender and work related opinions was also investigated.
Abstract: The purpose of the study was to examine the attitudes ofyoung people soon to enter the work force in three distinct Canadian labour markets. In addition, the relationship between gender and work related opinions was also investigated. The instrument consisted of four subscales taken from a questionnaire adapted and developed in the United Kingdom 16-19 Adolescent Identity Formation Initiative and two subscales taken from the Attitude Toward the World of Work Index. The instrument was administered to 923 senior high school students in Newfoundland, Ontario, and British Columbia. Significant differences were obtained for both group and gender on the variables attitude toward training for new technology, belief in work, and job security. For self-efficacy and locus of control significant gender differences were found.
Journal Article•
TL;DR: In an effort to determine just what firms are doing to motivate and retain staff in today's economic climate, the authors surveyed 28 big, mid-sized and small firms from New York City to Los Angeles and found that one-on-one relationship-building with employees is the single most important and cost-effective element in developing loyalty and motivation.
Abstract: Managers Strive To Keep Morale And Productivity High Amid Economic Pressure The age-old axiom that in tight economic times public relations firm staff are "last to know, first to go" may not be holding true in the current recession. While some practitioners find themselves in search of new jobs, many more are gainfully employed. Yet, unquestionably, economic pressures create strains for both bosses and employees. At the same time that bosses are charged with turning a profit and keeping expenses in check, they need to attract and retain great talent. This high-wire balancing act is no small feat in boom economies; it's even more precarious in tight times. Morale and productivity are typically high when employees feel challenged and motivated. Increasingly, staff want a sense of ownership over their work. They want to know that good work will be recognized and rewarded -- in bad times as well as good. When people feel their firm is a good place to work, they are somewhat more accepting of the up-and-down economic swings that nearly every firm experiences in its lifetime. Younger staff, in particular, need to feel that coming to work is still fun and exciting despite the doom and gloom that industry news portrays. If their firm hasn't gained any new business recently, they need to hear that the shop is still hot, that the losses are temporary and that a turnaround is imminent. Employees need reassurances about job security, raises and promotions, and the health and stability of their company. With so many firms now under highly leveraged foreign ownership, negative news accounts from the financial community can send shock waves and rumors flying in an instant. When times are tough, firm managers are challenged to provide proper perspective so staff will balance short-term financial desires with long-term career growth. In the world of perceptions, actions speak louder than words. In an effort to determine just what firms are doing to motivate and retain staff in today's economic climate, we surveyed 28 big, mid-sized and small firms from New York City to Los Angeles. Fourteen firms responded; five of these are top-10 firms. More than compensation Compensation alone does not buy employee loyalty or keep people motivated. Instead, a combination of ingredients -- from training to team building and communication to compensation -- must meld together to motivate today's firm staffs. "Employee loyalty begins with feeling that the agency is more than the source of their paycheck," said Mary Trudel, general manager of The Rowland Company, New York City. Kirk Stewart, president and chief executive officer of Manning Selvage & Lee, in New York City, agreed. "It is our belief that financial incentives in and of themselves will not adequately motivate employees," he said. Trudel cited several ways to bring about feelings of loyalty. She said Rowland involves senior managers in major strategy decisions to give them a sense of ownership. The firm sponsors a variety of training programs including a monthly "Rowland Roundtable" in an effort to develop and promote its own executives from within the organization. "Weekend and late-night work is frequently rewarded with additional days off, and executives are permitted to tack on vacation days to client trips, where possible," reported Trudel. Trudel feels that these qualitative benefits are as important as compensation measured in dollars and cents. But the latter can't be overlooked. At Rowland, she said, "compensation is most effective when directly tied to individual performance. We don't believe 'civil service-style' raises encourage or appropriately reward the individual 'star' performance we expect." At Manning Selvage & Lee, Stewart said that one-on-one relationship-building with employees is "perhaps the single most important and cost-effective element in developing loyalty and motivation. …
Journal Article•
TL;DR: The findings indicated that a motivational discrepancy exists for the following motivational stems: freedom on the job, job growth, benefits and wages, being appreciated, helping the organization obtain goals, receiving raises, being an integral part of the work team, job security, and feedback on job performance.
Abstract: In March 1992, a survey to assess motivational preference was sent to all certified athletic trainers who were practicing in the State of Hawaii and all noncertified student athletic trainers who were enrolled in the athletic training curriculum at the University of Hawaii. The return rate was 80% for certified athletic trainers and 100% for student athletic trainers. The findings of the study indicated that a motivational discrepancy exists for the following motivational stems: freedom on the job, job growth, benefits and wages, being appreciated, helping the organization obtain goals, receiving raises, being an integral part of the work team, job security, and feedback on job performance (p <.05). Further, the study indicated differences in rating the importance of motivators between the certified and the student athletic trainers concerning freedom on the job, opportunity for advancement, benefits and wages, and job security (p <.05). The differences in motivational factors between the two groups indicated that the students are more concerned with intrinsic types of motivators and less concerned with extrinsic rewards. Further investigation needs to include mainland populations and students in approved/accredited curriculums.
Posted Content•
TL;DR: In recent months, Midwestemers have consistently told pollsters and politicians that their No. 1 concern is jobs and the economy's tepid growth rate, coupled with die downsizing of several major U.S. corporations, has raised people's anxiety about job security and future employment prospects as discussed by the authors.
Abstract: In recent months, Midwestemers have consistently told pollsters and politicians that their No. 1 concern is jobs. The economy's tepid growth rate, coupled with die downsizing of several major U.S. corporations, has raised people's anxiety about job security and future employment prospects.
01 Mar 1992
TL;DR: A content analysis of the 1990 Army Career Satisfaction Survey is presented, which was sent to 28,071 Army personnel, and major themes of the comments are categorized as job security, force reduction, and transition.
Abstract: : This report presents a content analysis of the 1990 Army Career Satisfaction Survey, which was sent to 28,071 Army personnel. Nearly 60% of the enlisted, warrant, and commissioned officers in the sample responded to the surveys with over 30% writing comments to an open-ended final question. All comments were submitted on magnetic tape to the U.S. Army Research Institute for the Behavioral and Social Sciences. The printed comments are included in a 575- page appendix to this report. The report highlights representative examples of the comments from all categories of respondents. Major themes of the comments are categorized as (1) job security, force reduction, and transition; (2) career opportunities and promotions; (3) quality of life issues (benefits, pay, medical care, etc.); (4) job satisfaction; and (5) need to retain quality personnel.
Journal Article•
TL;DR: The Workforce Training Center at State Technical Institute at Memphis as mentioned in this paper is a three-year pilot program designed to explore whether the integration of computer-based instruction (CBI), with an emphasis on job-skills and life skills contexts and strong facilitative support, would prove an effective means of helping adults improve their basic skills in mathematics, writing and reading.
Abstract: Increasing numbers of adults are finding that they lack the basic skills requisite for jobs in the 1990s or they could benefit from cross-training to ensure job security. Whereas a sixth-grade education was sufficient for many types of employment in the 1960s, a majority of jobs for the next decade and beyond will require some post-secondary education. Yet many adults lack the basic skills to enroll in this level of education and/or training. Second-Chance Education Because two-year colleges are frequently the gateway to second-chance education, increasing numbers of them are accepting part of the basic skills training challenge. One of those colleges is State Technical Institute at Memphis, Tennessee's largest two-year college. With a current student enrollment of over 10,000, the college has a long history of serving the needs of business, industry and government in the Memphis metropolitan area. In addition to offering over 25 degree programs in the areas of computer technology, engineering and business, the college's continuing-education division serves thousands of students each year with courses developed and tailored to meet specific job market needs. However, the effectiveness of training and education is constrained by the fact that approximately 160,000 people in the Memphis area are functionally illiterate, and over 80% of freshmen entering State Tech need remedial and/or developmental work before they can succeed at the college level. To help address both the needs of the college's students and of the larger community, several years ago Dr. Charles M. Temple, president of State Tech, and other members of a Chamber of Commerce Committee explored how to best address the skills deficits in the Memphis area. A number of effective programs ranging from Adult Basic Education classes to one-to-one tutorial programs were already in place, yet these programs were not even keeping abreast of the high school dropout rate. According to state government sources, solving Tennessee's illiteracy problem will take 100 years at the current rate of instruction. (1) With a $50,000 development grant from the Tennessee Valley Authority, Temple formed a campus task force to explore the feasibility of computer-based literacy instruction as a way of maintaining individualization of instruction while increasing the number of clients served. Campus staff spent many hours researching hardware configurations, instructional software and computer-based management systems. Workforce Training Center Then in the fall of 1990, State Tech initiated the Workforce Training Center, a three-year pilot program designed to explore whether the integration of computer-based instruction (CBI), with an emphasis on job-skills and life-skills contexts and strong facilitative support, would prove an effective means of helping adults improve their basic skills in mathematics, writing and reading. The rationale for the program is that CBI particularly benefits adult students by providing flexibility of instructional times, privacy, individualization, and immediate feedback on answers and progress. The Workforce Training Center is open from 7:30 a.m. to 9:30 p.m. Monday through Friday and from 8:00 to 12:00 on Saturday mornings. Although the initial cost of hardware and software may seem high, the savings in instructor stipends, high utilization ratios, and the availability of quality instruction-regardless of the time of day or number of students served--result in a lower per-capita cost than many traditional programs. Because computers deliver the majority of the instruction, only one fulltime staff person and one part-time staff person are needed to supervise instruction. The college renovated an existing building to house both the college learning center, the Multimedia Skills Center, and the Workforce Training Center. New carpeting and new furniture were installed, creating a comfortable environment that makes clients feel valued. …
TL;DR: The authors examined the cultures of two entrepreneurial firms, ABC Advertising Agency and JIM Media Management, and found that ABC's creative culture was attributed mainly to idea clashes among account executives, copywriters and artists.
Abstract: This study examined the cultures of two entrepreneurial firms, ABC Advertising Agency and JIM Media Management. Results indicated that ABC's creative culture was attributed mainly to idea clashes among account executives, copywriters and artists. In addition, other factors that contributed to creativity revolved around a flexible and unstructured work environment which provided employees with autonomy, work variety, and job security. As for JIM, its co-operative culture was due to management's high concern for people and performance, an effective personnel selection and placement process, equitable rewards, tasks with “pooled” and “sequential” interdependence, and person/job congruence.
Book•
01 Jun 1992
TL;DR: The three little R's - responsiveness, results and resources are the five I's pathway to entitlement overcoming the pain of gain epilogue - putting yourself in the big picture as mentioned in this paper.
Abstract: Getting what you need from your work a lifetime of employment - personal competitiveness and the new job security competitive culture and competitive mindset putting the princicples of Total Cycle Time to work for you clearing the way to entitlement the three little R's - responsiveness, results and resources the five I's pathway to entitlement overcoming the pain of gain epilogue - putting yourself in the big picture.
TL;DR: In this article, the authors present some of the first hard evidence on the economic effects of providing job security, evidence gathered during the restructuring of the European Community's steel industry in the 1970s and 1980s, based on extensive interviews with employers, workers and government officials in West Germany, France, Britain, Belgium, Luxembourg, Italy, and the Netherlands.
Abstract: How can workers retain job security in an industry currently experiencing extensive restructuring and retrenchment? In the United States, massive layoffs in the 1980s in industries like steel have resulted in increased worker demands for job security provisions in collective agreements and legal protections against layoffs. In many Western European countries, where private-sector practices ensuring strong job security and laws regulating layoff practices were well established, the 1980s brought strong pressure from business to relax job security in order to facilitate rapid restructuring.Susan Houseman's book presents some of the first hard evidence on the economic effects of providing job security, evidence gathered during the restructuring of the European Community's steel industry in the 1970s and 1980s. The author reviews personnel practices by the Community's leading steel companies, basing her analysis on extensive interviews with employers, workers, and government officials in West Germany, France, Britain, Belgium, Luxembourg, Italy, and the Netherlands. Drawing on economic theory, she shows that the extent of workers' rights to job security will affect how an industry optimally adjusts to a decline in demand and to a situation of excess capacity.Using detailed plant data, she shows that job security for workers affected decisions concerning employment, production, investment, and plant closures in the industry, While job security for workers may slow the process of industrial restructuring and result in lower productivity, the author points out that it also generates important social benefits, including community stability and a more equitable distribution of the risks and costs of economic change. This book will draw the attention of policymakers in government and in international organizations such as the European Community, the OECD, and the ILO. It will also be of interest to scholars in labor economics, industrial relations, public policy, and business.
TL;DR: This article found that co-ordination, job autonomy, and work pace were reinforced by automation, while new skill requirements, job security and exertion remained unaffected, while job satisfaction correlates reveal the existence of elements both reinforced by the automation and unrelated to job satisfaction.
Abstract: Builds on prior research into the impact of automation on job characteristics, which found that co‐ordination, job autonomy, and work pace were reinforced by automation, while new skill requirements, job security and exertion remained unaffected. Job satisfaction correlates reveal the existence of elements both reinforced by automation and unrelated to job satisfaction. Such elements represent sources of operator indifference to the benefits of automation or satisfaction gaps, and they include interdepartmental task co‐ordination, discretion in making production decisions, confidence to complete tasks without supervision, the achievement of career goals, perceptual skills, security of records, and longer work hours in the post‐automation period.