Company Security With a New Employee - A study by Artur Victoria

The term security originated during World War II and referred to the necessity of selecting employees on the basis of proven loyalty, abstinence from membership (present and/or past) in subversive organizations, and citizenship. Due to the "cold war" and the political philosophy that peace can be maintained by only armament and the resulting continuous development and construction of new weapons, a large segment of industry is engaged in work connected with "defense." The nature of nuclear fission and the belief that secrecy should be and can be maintained has resulted in the continuance of securing proper "clearance" for prospective employees by a loyalty check in sensitive positions, plants, and industries. leia todo o artigo

Workers - Vacations With Pay, Profit-Sharing and Thrift Fund - A study by Artur Victoria

The practice of granting vacations with pay has grown in recent years, both as to eligibility and length of the vacation period. Paid vacations for office workers are standard practice, and in time it will be a privilege extended to all wage earners. Ordinarily, the employee is permitted to select his time of vacation. When there is conflict, caused by too many workers selecting the same time, seniority often determines the preference. leia todo o artigo

Piece Rate Compensation In Human Resources - A study by Artur Victoria

In practice, the piece rate for a particular completed task in an industrial setting is usually set by industrial engineers, who attempt through time-and-motion studies to determine how many pieces N a standard employee, working at a standard pace, can produce in one hour. A standard hourly wage rate W for the employee will have been set, taking into account the wages paid in the local labor market as well as firm-specific factors, such as a policy of paying efficiency wages, a policy of wage compression, and so on. Then the piece rate for the task will be set at WIN, so that a standard employee, working at a standard pace, will make a standard wage. leia todo o artigo

Patterns Of Human Resources - A study by Artur Victoria

When "what to do" is reduced to a standard operating procedure, task ambiguity is low. But some jobs score quite high on task ambiguity and requisite discretion, such as physicians, self-directed research scientists, and high-level general managers. In these jobs, it can be just as important (if not more so) to exercise good judgment in selecting what tasks to carry out as it is to execute those tasks well. A physician who selects the wrong procedure but performs it masterfully is of little use to the patient! In extreme cases, creativity-finding entirely new tasks to perform or, at least, new ways to perform old tasks-is the most important factor in good performance. leia todo o artigo

Morale Building at Work - The Employee Services - A study by Artur Victoria

The health of employees is the business of the employer, for a healthy worker is likely to be a happy worker and to produce more and better work. Illness and poor health are the direct cause of many lost man-hours.

In many concerns, at the time of employment a physical examination is given to an applicant after the interviewer and the prospective supervisor of the applicant have considered him otherwise qualified. This serves a number of purposes. First, it ascertains if the applicant is physically fitted to do the work of the job for which he is applying. Weeding out those who are not physically fitted for their work reduces the work and expenses incident to employment and employee training and those often unappreciated production costs which are bound to rise when a man is physically unfitted for the task he is doing. In addition, the physical examination protects the fellow workers from contagious and infectious diseases and the company from unjustifiable claims for compensation in cases in which physical conditions existed prior to employment. leia todo o artigo

Human Resources Policies - A study by Artur Victoria

Social forces impinging on Human Resources Management begin with the local society's norms about work and employment in general. What in the society lends status to individuals? What sorts of behavior are frowned upon and what sorts are condoned? What are viewed as the social responsibilities of the firm? What types of organizational control are (not) acceptable and legitimate?

Concerning the political environment, how do political pressures work on the organization in terms of Human Resources policies and practices? What do local governments expect? What support can be obtained from the political system? What impediments are imposed by the political system? Are aspects of employment relations subject to centralized bargaining and negotiation? Are employees and employers politically organized and mobilized?

Moving a small step to the legal environment, what are the statutory responsibilities of the organization? What rights do workers have, both individually and collectively? What sorts of employment practices are sanctioned? What legally enforced distinctions must be made among workers (e.g., exempt versus non-exempt in Europe)? What distinctions are impermissible? As for the economic environment, what conditions exist in the local labor market? How great is labor mobility? What economic pressures does the organization face in other product and factor markets? leia todo o artigo

Human Resources Individual Evaluation - A study by Artur Victoria

The appraisal of individual employees is almost inevitably dysfunctional. Organizational performance is improved through refinements to the overall system or process of production, which must be the focus of attention. According to this line of thought, individual performance appraisals typically divert attention from more important tasks; they focus people's attention on alleviating symptoms of poor performance rather than identifying root causes, and they serve only to demoralize workers who find the evaluations unfair or inequitable. Deming argues that performance can usefully be appraised at the system level only, because it is system improvements that must be stressed.

One can legitimately ask why summary evaluations are necessary. If the point of performance appraisal is to help the individual to comprehend what the organization desires or to aid in self-improvement, then a vague, multi-criterion evaluation -"You did well in sales level, but you need to pay more attention to established customers, at least as measured by repeat sales"-is often adequate and even superior to a single precise summary statistic, such as "Overall, you are a 3 on a scale of 1 to 6." leia todo o artigo