摘要:

ABSTRACTA critical incident study examined the factors perceived by employees to cause high and low productivity. One hundred and fifty‐two employees from one firm, working in managerial, clerical, and professional jobs were interviewed. The interview responses were coded into factors within each of three broad categories: external events, agents, and personal traits. Generally, goals, deadlines or schedules, workload, and task interest were the most frequently mentioned events. The self, the organization, and the immediate supervisor were most often cited as agents. The most frequently mentioned personal traits were: satisfaction, pride, frustration, and desire for recognition. The implications of these findings for various schools of management thought are discusse

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1981.tb00051.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1981.tb00052.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1981.tb00053.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY

摘要:

ABSTRACTThis paper presents the results of an empirical examination of the willingness of business managers to make use of utility prescriptions as an aid to their decision‐making. Twenty‐nine managers took part in the experiment which involved the creation of a utility function for each one and the subsequent use of the function to prescribe behaviour in a series of decision problems. Testing the effectiveness of the functions could not be done simply by comparing actual and prescribed behaviour alone as the functions were being looked upon as normative and not necessarily predictive of what each subject would do. The managers were therefore assigned to one of three groups. Group one were given details of their utility prescriptions prior to tackling the decision problems. Group two were provided with their prescriptions after they had answered the decisions and were then given the opportunity to make any alterations and group three were given no information about their prescriptions.A significant variation was detected between the three groups with those having knowledge of their prescriptions displaying the smallest differences between actual and prescribed behaviour. While the timing of this knowledge did not seem to be important the managers, all mature executives, made considerable use of the information they were given. A wide monetary range was covered by the decision problems but for subjects, with knowledge of their prescriptions, the difference between actual and prescribed behaviour was extremely sm

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1981.tb00054.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY

摘要:

Book review in this article:Argyris, C.Inner Contradictions of Rigorous ResearchDe Vries, ManfredF. R. KetsOrganizational Paradoxes: Clinical Approaches to ManagementMarchington, M.Responses to Participation at Work. A Study of the Attitudes and Behaviour of Employees, Shop Stewards and Managers in a Manufacturing CompanyBerg, Per‐Olof.Emotional Structures in Organizations: A Study of the Process of Change in a Swedish CompanySmelser, Neiland Erikson, Erik(Eds)Themes of Work and Love in AdulthoodHickson, DavidJ. and McMillan, CharlesJ. (Eds)Organization and Nation: The Aston ProgrammeIVSahal, Devendra(Ed.)Research, Development, and Technological Innovati

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1981.tb00055.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY