The study was a comparative retrospective analysis to determine the effectiveness of MORT (Management Oversight and Risk Tree), a system safety method, in reducing the incidence and cost of occupational injuries occurring at the Tennessee Wheel and Rubber Company. Implementation of MORT on April 1, 1974 at the plant facility allowed for statistical comparison of accidents between the time periods April 1, 1972 through March 31, 1974 and April 1, 1974 through March 31, 1976. Data on injury incidence were gathered by researching the company's worker compensation reports. Cost figures for injuries were drawn from computer printouts provided by the company's insurance carrier. reliable figure for the mean incidence of injuries occurring over the twenty-four month control period and twenty-four month experimental period was determined by calculating monthly injuries per one thousand man hours using the occupational injury rate formula: Total Number of Occupational Injuries Per Month Total Number of Man Hours Worked Per Month X 1000. A figure for mean occupational injury cost rate was determined by calculating annual cost of injuries per one thousand man hours worked for the control and experimental periods using the formula: Total Cost of Occupational Injuries (Year) Total Number of Man Hours Worked (Year) A 1000. Statistical analyses using a t-test at the .05 level of significance was applied to determine if MORT implementation was effective in reducing the mean incidence rate and mean cost of occupational injuries. Results showed a statistically significant reduction in the occupational injury incidence rate at the Tennessee Wheel and Rubber Company following introduction of MORT system safety. MORT implementation did not, however, result in a significant reduction in the cost of occupational injuries between the control and experimental periods. The resultant discrepancy in findings (rejection of Ho1 and acceptance of Ho2) might be explained by: 1) the fact that no medical cost inflation factor was used when comparing injury costs between the two time periods under study, and 2) types of injuries were not differentiated in terms of severity of injuries. The findings brought forth from this research indicate a degree of uncertainty as to the application of MORT to general industry.

Performance evaluations were obtained on firefighters in a large Midwestern City. The evaluations were conducted through utilization of two different scale types (The Behavioral Expectation Scale and The Mixed Standard Scale). These evaluations were obtained in order to test the hypotheses that the MSS was psychometrically superior to the BES in the reduction of halo and leniency error and that the MSS was also the better scale type in terms of producing higher interrater reliability. Leniency error (in both the absolute and comparative sense) was examined by conducting a series of T-tests. Halo error was investigated by a comparison of the means of the dimensions from each scale. The technique used to assess interrater reliability involved estimating the reliability of the differences in the shape and level of performance profiles of firefighters. The results showed that the first hypothesis, which proposed that use of the MSS produced less halo and leniency error than did use of the BES, was supported; however, the second hypothesis, which proposed that use of the MSS produces higher levels of interrater reliability, was not supported.

Despite the controversy surrounding Affirmative Action (AA), relatively little research has appeared about attitudes towards these programs. In this research, an exploratory approach is implemented to assess the support of personnel managers for the theory of AA as well as the mechanisms designed to carry it out. Also, the relationship to Supreme Court decisions, relevant legislation, and numerous demographic, attitudinal, and organizational variables are examined for their impact on Affirmative Action attitudes. A questionnaire was utilized to assess support for AA and its correlates. The majority of personnel managers indicate support for both AA in theory and the mechanisms required to carry these programs out. This research indicates either very small or no differences exist between support for AA concepts versus AA mechanisms, support for gender -based versus race-based AA, or support reported by private sector versus public sector personnel managers for AA. How personnel managers perceive the impact of Court Decisions and the 1991 Civil Rights Act on AA implementation, although small, was found to be a significant correlate of AA attitudes. The race of the respondent was found to be the most significant determinant of AA attitudes. Although minorities were found to be more supportive than nonminorities, both were found to register support for these programs.

The purpose of this study was to develop and validate a Weighted Application Blank to predict turnover for use as a selection tool for a large retail organization. Utilizing the England (1971) procedure, it was hypothesized that significant derivation and cross-validities would be obtained. The hypothesis was partially supported: the derivation validity coefficient was significant (r = .28, p < .01) and the resulting cross-validity coefficient was net significant (r = 19, p < .05). The results and recommendations for implementation of the WAB are discussed.

Research concerning the validity of various procedures for assessing managerial potential is reviewed. It is found that several assessment techniques are valid for identifying and/or predicting potential and that a combination of techniques usually accounts for a significantly greater amount of criterion variance than does a single assessment procedure used alone. The lack of research concerning the use of multiplecomponent assessment techniques for the selection of individual job applicants for lower-level managerial positions is pointed out. The present study concerns itself with an operational individual assessment program designed to identify and select from among experienced job applicants those individuals exhibiting greater supervisory and/or managerial potential. It's objectives are to examine the merits of this process from the organization's point of view and to assess the relative values of the separate components utilized in the process, namely clinical ratings and objective tests. The results tend to support the ratings, though no significant correlations were found. Weaknesses in the criterion are pointed out and it is suggested that both the assessment process and the performance appraisal procedure be revised.

Over 1700 employees of the General Motors Corporation defined trust and described personal work experiences that affected their trust toward the organization. These employee comments were factor analyzed to determine the dimensions of organizational trust. An instrument was developed from employee comments to measure the level of trust in a GM location. With the level of trust quantified, the demographic effects on trust and the relationship between trust and management's communication effectiveness were investigated. This approach provided new knowledge of trust in an industrial environment. Three dimensions of organizational trust were identified: Openness/Congruity, Shared Values, and Autonomy/Feedback. Age, length of service, and whether or not an employee had experienced a lay-off had significant effects on trust. A linear relationship was found between trust and employee perceptions of management's effectiveness in communicating. A conceptual model of organizational trust was developed using Maslow's Hierarchy of Needs as a framework.

This study consists of two surveys administered sixteen months apart in a large (1000 employee) Fortune 100 organization which was sold to a Japanese company during the period under study and underwent several other chaotic changes. The purpose of the study was to assess the perceived differences brought about by training and participation. Six factors that were assessed for differences were: productivity, communication, employee participation, work teams, management leadership, and mergers/acquisitions. Results were compared from the two time periods across all six factors. Productivity and communication proved statistically significant at p(.05, while employee participation and work teams prove statistically significant at p<.10. Management leadership showed a slight difference but no statistical significance. Mergers/acquisitions showed no difference or statistical significance. Pertinent responses from each factor are categorized to identify the important perceptions that contributed to significance. The items categorized specify areas that employees believe most important relative to the factor assessed. The results of the study support training and participation as a means to improve organizational performance. Although this organization which had previously gone from authoritarian to participative management and moved again, the trends appear to support the value of training and participation. This study exposes some concrete factors that organizations can develop and measure to improve organizational performance.

No description available.

Social media (SM) permits the sharing of personal information online, which can lead to employers accessing personal, non-job-related information about applicants throughout the selection process. Limited prior research (Jeske & Shultz, in press; Stoughton et al., 2015) has found that, to varying degrees, applicants find this access of their personal information to be an invasion of their personal privacy. The aim of the present study was to replicate prior findings regarding invasion of privacy moderating the relationship between SM screening presence and procedural justice perceptions and to expand on prior research by exploring whether the stage at which this information was collected (pre- and post- conditional job offer) would mediate the relationship between SM screening and perceived invasion of privacy. A survey was administered electronically and participants (N = 210) were randomly assigned to one of four SM screening conditions: (a) SM screening absent, job offer absent, (b) SM screening absent, job offer present, (c) SM screening present, job offer absent, and (d) SM screening present, job offer present. One component of the hypothesized model was supported, that those in the SM screening groups reported higher levels of perceived invasion of privacy as compared to the no SM screening groups. No interaction effects were found between SM screening and stage in the selection process on either perceived invasion of privacy or procedural justice perceptions, indicating limited to no support for the proposed model. Thus, alternative, more robust contextual models for the examination of SM screening in the selection process were proposed for future research.

Modern Leadership Compared to Historical Leadership Shown Biblically Forrest Jones This thesis is a comparison between modern leadership and historical leadership. Modern leadership has been differentiated from management since the early 1980’s. Historical leadership is shown by Jesus Christ through the Bible, used as a historical text. Historical leadership was found to have two separate tools used by Jesus Christ which would be useful additions to what leadership today is. The first tool is submission to authority. Most people in positions that would be considered leadership positions do not feel that they need to follow anyone else. Often times they act contrary to a way they have been directed to, because they feel their opinion is the only valid one. The second tool is servant leadership. In addition to believing their opinion is the only valid one, most leaders today consider their own needs before others and are not willing to serve those who they see as their followers. With the incorporation of submission businesses could function smoother, react quicker to challenges and less conflict would develop between leaders and their authority. With the incorporation of servant leadership, employee retention would increase, quality of work would increase and ultimately more goals would be reached. Current leadership is much more effective in many areas of business than management. The differentiation between the two areas since the early 1980’s has allowed many businesses to react quicker to a changing market place and ultimately become better businesses. Leadership in its current form is effective, but can we historically infer possible improvements through looking at the example of Jesus Christ historically shown in the Bible? The conclusion is significant in the business world, because it shows that through servant leadership and submission a high degree of ethics and commitment is shown. The net result of the ethics shown in this manner will increase trust both inside the business and to others who interact with them.