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The Effects Of An Experiential Based Instructional Program For Exploring Vocations In Emerging And New Technologies As Reflected By Student Growth In Career Maturity, Hilton A. Seay Dec 1983

The Effects Of An Experiential Based Instructional Program For Exploring Vocations In Emerging And New Technologies As Reflected By Student Growth In Career Maturity, Hilton A. Seay

Electronic Theses and Dissertations

The purpose of this study was to determine if participation in an experiential based instructional program for exploring vocations in emerging and new technologies would enable academically able high school juniors and seniors to attain increased maturity of attitudes and competency in career decision-making skills as measured by the Career Maturity Inventory. A total of 64 students participated in the study. Participants came from a pool of 132 junior and senior high school students identified as having a grade point average that placed them in the top thirty percent of their class. A pretest and posttest utilizing the Career Maturity …


An Analysis Of Available Selection Factors For Judging The Educational Merit Of Short Duration, Out-Of-House, Management Training Programs For American Corporations, Douglas R. Loomer Dec 1983

An Analysis Of Available Selection Factors For Judging The Educational Merit Of Short Duration, Out-Of-House, Management Training Programs For American Corporations, Douglas R. Loomer

Dissertations

The purpose of this research project was twofold. First, to determine which, if any, information items, normally known about short duration out-of-house management training programs (seminars, workshops, etc.) prior to attendance, are indicative of educational merit. Second, to utilize this knowledge of educational merit indicators to test for a difference between the educational merit of out-of-house management training programs provided by (a) academic and (b) nonacademic instructional sources.

A total of 20 program characteristics were identified as indicators of educational merit by a review of literature and/or survey of corporate training officers. Six of these 20 indicators produced a difference …


Ua28/1 The Personnel File, Wku Human Resources Dec 1983

Ua28/1 The Personnel File, Wku Human Resources

WKU Archives Records

Newsletter published by WKU Human Resources for the faculty and staff. Includes articles about time management, music department and William Beard.


Ua28/1 The Personnel File, Wku Human Resources Nov 1983

Ua28/1 The Personnel File, Wku Human Resources

WKU Archives Records

Newsletter created by Personnel Services to disseminate information to WKU faculty and staff. This issue has articles about postal guidelines, university libraries and Winnie Palmer.


Information Media Newsletter Vol. 18 No. 1, St. Cloud State University Oct 1983

Information Media Newsletter Vol. 18 No. 1, St. Cloud State University

Information Media Newsletter

No abstract provided.


Ua28/1 The Personnel File, Wku Human Resources Oct 1983

Ua28/1 The Personnel File, Wku Human Resources

WKU Archives Records

Newsletter created by Personnel Services to disseminate information to WKU faculty and staff. This issue has articles about self-study, Physical Plant and John Foe.


Ua28/1 The Personnel File, Wku Human Resources Sep 1983

Ua28/1 The Personnel File, Wku Human Resources

WKU Archives Records

Newsletter created by Personnel Services to disseminate information to WKU faculty and staff. This issue has articles about insurance, Eugene Hoofer and savings bonds.


A Descriptive Study Of Organizational Structure And Its Relationship To Employee Utilization In The Electric Utility Industry, Frederick M. Keaton Aug 1983

A Descriptive Study Of Organizational Structure And Its Relationship To Employee Utilization In The Electric Utility Industry, Frederick M. Keaton

Dissertations

The purpose of this study was to examine the effects that six structural variables had upon the utilization of employees within an electric utility. Specifically the objectives were: (1) To investigate the relationship between the organizational level within an organization and work force utilization. (2) To determine whether a relationship exists between span of control and work force utilization. (3) To determine whether a relationship exists between line versus staff positions and work force utilization. (4) To investigate the relationship between organizational subunit size and work force utilization. (5) To investigate the relationship between centralized versus decentralized organizations and work …


Ua21 Wku Affirmative Action Plan Volume Iii, Wku Office Of Equal Opportunity / 504 / Ada Compliance Jul 1983

Ua21 Wku Affirmative Action Plan Volume Iii, Wku Office Of Equal Opportunity / 504 / Ada Compliance

WKU Archives Records

This annual report of progress in the affirmative action - equal employment opportunity program is made in accordance with Section XIII of the Affirmative Action Plan, as amended July 1, 1981. This report will consist of four main elements:

  1. Promotions During the Year
  2. Recruitment Activities, Includes Goals & Results
  3. Comparison of Personnel Strengths during 1981-82 & 1982-83
  4. Conclusions Regarding Overall Progress & Recommendations for Future Improvements


Information Media Newsletter Vol. 17 No. 1, St. Cloud State University May 1983

Information Media Newsletter Vol. 17 No. 1, St. Cloud State University

Information Media Newsletter

No abstract provided.


Ua28/1 The Personnel File, Wku Human Resources May 1983

Ua28/1 The Personnel File, Wku Human Resources

WKU Archives Records

Newsletter created by Personnel Services to disseminate information to WKU faculty and staff. This issue has articles about interpersonal relationships, Douglas Fitzpatrick and military training.


Labor Relations In Maine 1971-1982, Bureau Of Labor Standards Apr 1983

Labor Relations In Maine 1971-1982, Bureau Of Labor Standards

Maine Collection

Labor Relations in Maine 1971-1982

Prepared by the Bureau of Labor Standards, Research & Statistics Division,

William A. Peabody, Director, April, 1983.

Contents: Authorization / Introduction / Narratives / Tables / Appendices





Ua28/1 The Personnel File, Wku Human Resources Mar 1983

Ua28/1 The Personnel File, Wku Human Resources

WKU Archives Records

Newsletter created by Personnel Services to disseminate information to WKU faculty and staff. This issue has articles about sabbatical leave, Charles Ray and Kentucky Museum.


Ua28/1 The Personnel File, Wku Human Resources Feb 1983

Ua28/1 The Personnel File, Wku Human Resources

WKU Archives Records

Newsletter created by Personnel Services to disseminate information to WKU faculty and staff. This issue has articles about tuition scholarships, Marcella Brashear and medical insurance.


Presidential Personals: 30 Asca Leaders, 1952-1983, Dr. Vernon L. Sheeley Jan 1983

Presidential Personals: 30 Asca Leaders, 1952-1983, Dr. Vernon L. Sheeley

Counseling & Student Affairs Faculty Publications

No abstract provided.


Ua28/1 The Personnel File, Wku Human Resources Jan 1983

Ua28/1 The Personnel File, Wku Human Resources

WKU Archives Records

Newsletter created by Personnel Services to disseminate information to WKU faculty and staff. Special edition for opening of school year.


Ua28/1 The Personnel File, Wku Human Resources Jan 1983

Ua28/1 The Personnel File, Wku Human Resources

WKU Archives Records

Newsletter created by Personnel Services to disseminate information to WKU faculty and staff. This issue has articles about performance appraisal, Betty Bruner and Beth Snyder.


Motivation, Management Motivation, And Its Perceived Decline In American Bureaucratic Organizations In The Context Of Changing Attitudes And Values, Jon Lawrence Johnson Jan 1983

Motivation, Management Motivation, And Its Perceived Decline In American Bureaucratic Organizations In The Context Of Changing Attitudes And Values, Jon Lawrence Johnson

Theses

This Culminating Project represents an inquiry into the existence, applications, and parameters of human motivation and its impact on perceived management attitudes, values, and motivation to manage.

The topic is examined from three vantage points. Part I embodies a selective indoctrination in human motivation concepts and suggests relevant organizational applications and examples in illustration. The term "motivation" has evolved into a popular but often misapplied catch phrase. Therefore, a foundation in prominent human motivation theory is provided as precedent to issues subsequently discussed in the Project, to offer the reader an accurate base of subject knowledge.

Part II addresses the …


Installing Management By Objectives In A Public Agency: A Comparison Of Black And White Managers, Supervisors, And Professionals, M L. Moore, Dow Scott Dec 1982

Installing Management By Objectives In A Public Agency: A Comparison Of Black And White Managers, Supervisors, And Professionals, M L. Moore, Dow Scott

Dow Scott

This paper explores the prediction of King and Bass (1974) that black managers and supervisors maybe e more reluctant than whites to accept management programs such as management by objectives. Data were collected from 77 black and 61 white managers and professionals of the City of Detroit transportation system (D-DOT), after they had been involved with MBO for almost one year. Analyses of t-test results indicate that blacks assessed MBO as more helpful in their individual jobs and more positive for the organization than their white counterparts. Explanations derived from the racial demographics of the organization, the MBO installation, and …


The Evolution Of Personnel Research, Dow Scott, D Deadrick, G S. Taylor Dec 1982

The Evolution Of Personnel Research, Dow Scott, D Deadrick, G S. Taylor

Dow Scott

No abstract provided.


A Component Factor Analysis Of The Initiating Structure Scale Of The Leadership Behavior Description Questionnaire, Form Xii, S E. Markham, Dow Scott Dec 1982

A Component Factor Analysis Of The Initiating Structure Scale Of The Leadership Behavior Description Questionnaire, Form Xii, S E. Markham, Dow Scott

Dow Scott

Responses of 175 persons in a workforce to the Initiating Structure scale of the Leadership Behavior Description Questionnaire, Form XII, were factor analyzed. The correlation matrix was recomputed for the supervisory unit level and for the residual scores of individuals after removal of the effects of group membership using the technique recommended by Dansereau, Alutto, Markham, and Dumas (1982). Comparisons of the component matrices indicated that using group-oriented leadership questions does not guarantee group-oriented results.


Trust Differences Between Men And Women In Superior And Subordinate Relationships, Dow Scott Dec 1982

Trust Differences Between Men And Women In Superior And Subordinate Relationships, Dow Scott

Dow Scott

Trust perceptions of male and female respondents toward on-site supervisors, area supervisors, and top management were investigated in a large state agency. Although trust differences between men and women toward management were not found, respondents reporting to someone of the same gender had significantly higher trust in their superior than did men or women reporting to a superior of the opposite sex. Perceptions of trust were also found to be significantly related to the respondent's position level in the organization.


The Relationship Between Employee Age And Interpersonal Trust Within An Organizational Context, Dow Scott, B Cook Dec 1982

The Relationship Between Employee Age And Interpersonal Trust Within An Organizational Context, Dow Scott, B Cook

Dow Scott

No abstract provided.


An Analysis Of Absenteeism Cases Taken To Arbitration: 1975-1981, Dow Scott, G S. Taylor Dec 1982

An Analysis Of Absenteeism Cases Taken To Arbitration: 1975-1981, Dow Scott, G S. Taylor

Dow Scott

An analysis of 146 absentee discharge cases taken to arbitration reveals that arbitrators decide such cases in a fairly consistent manner. Content analysis of each case, supplemented with nonparametrical statistical analyses, indicate that eight factors appear to have the greatest influence on the arbitral decision: (1) the reason given by the employer for the discharge; (2) the existence of a formal absence control policy; (3) the consistent application of this policy; (4) employee knowledge of the attendance policies; (5) management adherence to its own policies; (6) the use of progressive discipline; (7) the employee's length of service with the employer; …