摘要:

SummaryThispaper presents the goals of business managements as expressed by the chief executives or deputy chiefs of 145 business establishments. The goals most frequently expressed by management are profits, public service in the form of good products, and employee welfare. But other goals are also important such as growth, efficiency, meeting competition, and operating the organization.Managers of large businesses more often speak of public service than do managers of small businesses, probably because they are relatively secure and because they are in the public eye. If they are unionized, large businesses show more interest in the welfare of their employees than do small businesses. If nonunion, the relationship is reversed. The explanation of these findings regarding expressed interest in employee welfare is probably complex, involving the psychological distance between manager and employee, the varying nature of collective bargaining, and the ideologies of owners and professional managers.The higher the proportion of white‐collar employees, the fewer the managers who mention profits. Similarly, the higher this proportion the more managers mention growth as a goal (but still not more than the number mentioning profits). These findings appear to reflect the varying cultural milieu of white‐collar and blue‐collar establishments. The finding becomes all the more important in view of the long‐term trend toward greater upgrading and professionalization of labor.Managers of “successful” growing businesses, like large businesses, more frequently speak of good products than do managers of declining businesses. They are also more interested in meeting and staying ahead of competitors. Their orientation is outward; they express less interest in such internal matters as running the organization. Although these findings do not directly contradict the position of Adam Smith that the public interest is best served by the pursuit of “own self‐interest,” they do suggest that the success of the business itself is furthered not by the pursuit of own self‐interest but by the pursuit of public service in the form of good products. On the other hand, there is no evidence in the present data that the managers' pursuit of broader social responsibilities, such as employee or community welfare, furthers the growth of the business.These data suggest that understanding and evaluation of organizations and institutions require a consideration of their broad functions and characteristics. It is the characteristics of the total organization and of all its members that determine its goals. If it has a function outside its membership, it is this function that must be given attention, rather than the rewards it offers its leaders, its own

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1959.tb01328.x

出版商:Blackwell Publishing Ltd    

年代:1959

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1959.tb01329.x

出版商:Blackwell Publishing Ltd    

年代:1959

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1959.tb01330.x

出版商:Blackwell Publishing Ltd    

年代:1959

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1959.tb01331.x

出版商:Blackwell Publishing Ltd    

年代:1959

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1959.tb01332.x

出版商:Blackwell Publishing Ltd    

年代:1959

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1959.tb01333.x

出版商:Blackwell Publishing Ltd    

年代:1959

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1959.tb01334.x

出版商:Blackwell Publishing Ltd    

年代:1959

数据来源: WILEY

摘要:

SummaryT0he availabilityof data on absenteeism for all nonsupervisory employees of a major airline for a full calendar year presented a unique opportunity for investigating some of the correlates of absenteeism. The quantitative analysis of these data was guided by two major objectives: the first was to test the prediction that the larger the size of the location (or “plant”) the higher the absenteeism, and the second was to determine how age, wage rate, seniority, and job classification were related to absenteeism with sex and “collar” held constant. The findings support the hypothesis that absenteeism is higher in larger units and thus lend credence to the notion that the characteristics of larger organizational units lead to lower levels of involvement and personal satisfaction. Other findings of the study indicate that the relationships between background factors and absenteeism are different for “blue collar” men than for other categories of employees. Among “white collar” men and women and among “blue collar” women, older, longer service, and higher paid employees are more often absent with length of service having the greatest influence. For “blue collar’ men longer length of service and higher job status are associated with lower absence rates. These findings indicate that great care should be taken in making any over‐all generalization about the factors influencing absenteeism and, particularly, that careful controls should be established in making any inferences concerning “morale” or “supervisory skill” on the basis of comparative absenteeism figures. The findings of this study, while based on data from only one company, would indicate that constructive personnel programs aimed at minimizing absenteeism should focus effort on the following work settings: larger plants, high seniority white collar personnel and blue collar women, and blue collar, male job classifications characterized b

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1959.tb01335.x

出版商:Blackwell Publishing Ltd    

年代:1959

数据来源: WILEY

摘要:

SummaryThisstudy was carried out to determine how foremen and general foremen differ in their concepts of the foreman's job responsibilities. It was also aimed at determining how foremen rated by their general foremen as “most effective” compared with foremen rated “least effective” in the way they viewed their job responsibilities. Specifically, it was hypothesized that foremen rated as “most effective” by their general foreman would be in better agreement with the general foreman regarding their job responsibilities than would foremen rated “least effective.”Both general foremen and foremen in a number of manufacturing plants filled out a check‐list questionnaire indicating their conceptions of the degree of the foreman's responsibility for a number of specific job functions. The questionnaire results were analyzed by comparing the responses of the foremen to the responses of their respective general foremen. Attention was also focussed on differences between the responses of foremen rated as “most effective” and the responses of foremen rated “least effective.”The study revealed: (a) a fairly high level of disagreement between foremen and general foremen regarding the responsibilities of the foreman; (b) that foremen rated “most effective” disagreed with their general foremen regarding their job responsibilities just as much as did foremen rated “least effective;” but (c) that “most effective” foremen, as compared with “least effective” foremen, did differ significantly in the direction of their disagreement. Specifically, “most effective” foremen characteristically claimed more responsibility for job

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1959.tb01336.x

出版商:Blackwell Publishing Ltd    

年代:1959

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1959.tb01337.x

出版商:Blackwell Publishing Ltd    

年代:1959

数据来源: WILEY