Search

This study examined the occupational mobility of men ages 45–59 as measured by Holland's theory of career selection and its relationship to men in the work force. Stability was discussed in two distinct ways: (1) stability within a job, and (2) stability in the kind of work a man does over a career. In his research Holland concluded that Realistic and Investigative personality types would change personality type less often and have more stable job choices in comparison to other personality types. The results of this study supported these findings to some extent, but also concluded that stability in a personality type was strongly influenced by the number of jobs available in a particular personality type and the structure of the labor market demand. In addition the results showed that psychological concepts seem to be more important in changing jobs than in selecting initial jobs.

Several strip-mine mineral industries in the West--particularly coal, uranium, and oil shale--are currently the center of concern to energy and rural development policy makers. In addition to numerous environmental and social ramifications of development of these industries, large numbers of jobs may be generated in what are presently sparsely populated rural areas. This raises questions regarding places of origin of employees and creation of new mining towns versus location of employees in existing towns. In order to gain insights and direction for future developments, the existing Wyoming uranium industry work force is examined in this study with respect to 1) the locational origins of employees and 2) employee commuting patterns. Manpower location considerations in rural development are conceptualized in the first portion of the paper. Work force patterns in three uranium areas of Wyoming are then analyzed and compared. Implications of the empirical findings for manpower and development policies are explored in the concluding section of the paper. Manpower training and transportation policies are addressed.

This paper presents a goal programming approach to the problem of scheduling aggregate production and work force. The approach is illustrated via two case applications. Numeric results are derived and compared to those of two other approaches. The results suggest that goal programming may be an effective approach for solving certain types of planning models.

Two general approaches have dominated recent discussions with regard to reducing the incidence of poverty among rural households headed by working age poor. One approach has stressed the need for increasing job opportunities for residents of rural areas. The other has stressed the need for increasing the level of investment in human capital to enhance the productivity and employability of people in rural areas. While these are basically complementary rather than alternative approaches to reducing the incidence of poverty among the working age poor in rural communities, integrative analyses encompassing both of these approaches have been lacking.

The use of search and heuristic methods as a means of solving nonlinear aggregate planning models has been given considerable attention in recent years. A few of these methods have shown promising results. In this paper a sectioning search procedure is explored as an alternative means of solving nonlinear aggregate planning models. Application is made to two test cases, and the results are compared with those of other solution methods.

Publisher Summary This chapter focuses on equilibrium search and unemployment. It presents a study on wage and employment determination in a single market and discusses the impact of the rest of the economy on this market by certain given parameters. This impact takes three forms. First, product demand functions shift in an exogenously determined, stochastic manner. Second, the outside economy offers alternative employment to workers. Third, new workers arrive from the rest of the economy, augmenting the local work force. The chapter also presents an equilibrium model that provides a complete description of the time paths of all variables involved, both at an aggregate and the individual market level.

The effects of career models depicted in the media of instruction and counseling on the career aspirations of young girls has been the subject of increasing debate in recent years. The debate has been spurred by the fact that while the proportion of women in the labor force has increased, women have received an inequitable distribution of earnings, responsibility, and specialized training. The Department of Labor Statistics (1971) reports that women presently compose nearly 40 percent of the work force, yet their earnings average 60 percent of men's, and their occupations concentrate in only a few vocational fields. Looking ahead, the proportion of women in the labor market is expected to increase. The California Advisory Commission (Advisory Commission on the Status of Women, 1969), for example, predicts that more than 50 percent of the girls presently in schools will work full time for 25 years or more during their lifetimes. In view

The planning of production, inventories, and work force at an aggregate level to respond to fluctuating demands on a production system has received substantial theoretical treatment in the literature for several years. However, widespread implementation of the available analytical techniques has not occurred. The objectives of this research are to explore this implementation problem: (1) by developing a simulation model of an operating firm, (2) by using this simulation to compare the performance of aggregate production planning models, and (3) by formulating a generalized methodology for implementing quantitative planning models into the decision procedures of operating firms.

In instances where the four-day/forty-hour workweek was adopted, it was done so largely by businessmen who failed to look at the new schedule critically—only to find that there was little theoretical or practical justification for it in most cases. Alternatives to the 4/40 schedule include flexible hours, optimum work force mix, and job enrichment.

In the present stage of the stormy revolution in science and technology, the important role that the education and skill level of the work force play in economic development is commonly recognized. Associated with this is an entire school of scientific research engaged in clarifying the role of education in economic growth. As we know, the prominent Soviet economist S. G. Strumilin has made an important contribution to its elaboration.

There may be varying views about the integration of the black members of our community, but there would seem to be no room for disagreement on objectives when considering non‐white workers in industry. Presumably even Enoch Powell would agree that we ought to try and make them as efficient, productive and fulfilled as we can. It would seem to be self‐evident that the first requirement to achieve this desirable situation is that they should understand what they hear and that they should have a minimum command of English to articulate their thoughts. Surprisingly, there are thousands of immigrant workers who do not have this basic tool. Even more surprising is the general lack of concern in industry about the position. We found this to be so when we became involved. It all started when one or two of our Training Advisers, in the course of their contact with companies, found that some managements, employing a high proportion of Asian workers recognised the problem and asked if we, the Training Board, could help. They felt uneasy at a situation in which they could not really communicate with a large section of their work force; where all their instructions and the consequent responses were funnelled through one or two interpreters. They felt they were not operating efficiently and so they wondered, in a vague sort of way, what might be done.

In almost every country where coal is mined, labor protest among the workers in this industry has been frequent and intense in comparison with industrial workers generally. Yet, as this article demonstrates, there are significantly wide differences between countries in the strike propensity of coal miners. These differences are set forth here for Germany, France, Great Britain, and the United States. and also the Saar Territory. The author then traces the historical development of the mining work force and labor relations in each of these countries and analyzes their respective strike experiences in the light of the particular sociocultural setting as well as the mining environment. This analysis leads to the conclusion that the strike propensity inherent in the immediate environment of mining may be either activated or dampened, depending on the nature and impact of the larger sociocultural situation. (Author's abstract courtesy EBSCO.)

At the Thirtieth National Meeting of the Operations Research Society of America a special tutorial session was held, entitled “Problems in the Analysis of Production Systems.” The present article is adapted from one of the papers presented at the session. Retaining the same nature as the tutorial session the article is concerned with the basic issues of production smoothing and work force balancing and is directed at an audience generally unfamiliar with technical approaches to the analysis of production systems. A bibliography is also included.

The rationale for education in General Electric is its role in helping to assure the current and future adequacy of its professional and managerial work force. Education is an important mechanism for accelerating professional and managerial career development and is complementary to work assignments, supervision and coaching, and career planning. The paper describes these complementary relationships briefly and emphasizes in greater detail the process used to determine the array of educational activities offered to the professional and managerial workforce as well as the related educational methodology, facilities and basis for evaluation. These educational activities are designed to foster the expectation, desire, and habit of continuing education as an important adjunct to work experience in the process of lifelong self-renewal and personal growth.

mined to prevent, at any cost, the effective organization of the Stockton canneries. To all parties, Stockton was the key to the control of the agricultural heartland of the state and both the C.P. & G. and the state leadership of the A.F. of L. were determined that the "March Inland" by the * 'radical* ' International Longshoremen's Association must be destroyed there. Local 20221 of the Agricultural Workers Union was chartered by the A.F. of L. on May 23, 1936, and the following March the Stockton Central Labor Council authorized it to begin organizing cannery workers1 with the proviso that, with the creation of a state-wide union, the local would surrender them to the new union.2 This organizing campaign was not sanctioned by the State Federation but in less than a month the local had enrolled 567 employees out of the total cannery work force of 1,400. However, union membership was not evenly distributed. Of the four major canners Stockton Food Products, Packwell, Mor-Pak, and Richmond-Chase the union was only able to claim a majority in two Stockton Food Products and Packwell.3 This imbalance is further seen when one realizes that of the 567 union members 360 worked in one plant.4 But the union was both active and vocal and there was every reason to believe that when the Richmond-Chase and Mor-Pak canneries began operation the union would secure majorities in them as well. It was also receiving financial aid and personnel from the San Joaquin Central Labor Council despite a directive from the State Federation declaring that no charters or support be given the agricultural unions.5

In 1968 IBM decided to locate a computer component assembly plant in New York City's Bedford-Stuyvesant section. After one year of operation, the plant has expanded to a second product line and claims to have built production and performance records comparable to those at other new IBM facilities. While admittedly a small accomplishment, the plant may have important implications for industrial development in other ghetto areas. The IBM experience may also begin to lay to rest a few of the old shibboleths about center city locations and the disadvantaged work force.

In modern industry, it is generally the engineers who organize the technological change process. As staff experts, they design and develop new machines and processes; as supervisors of the work force, they direct the operation of the new work-ways.

The economic lot size programming problem, as studied originally by A. S. Manne and later by B. P. Dzielinski, C. T. Baker and A. S. Manne, is the problem of making economic lot size, inventory and work force decisions in a multi-production process. When several thousand distinct items are involved, the large number of equations that result from the linear programming formulation makes computation infeasible. Also, a large number of variables are involved because of inclusion of alternative set-up sequences for each item. In this paper, the application of the Dantzig and Wolfe decomposition principle and a method for creating alternative set-up sequences as they are needed by means of a computation of the Wagner and Whitin type is described as a method for overcoming the computational difficulty. A digital computer program has been developed using these methods. The results of some experiments where production was planned for a large number of distinct items are described.

A study of population trends is basic to Long Range Planning. It has particular relevance in personnel planning, especially in developing policies for the recruitment and development of skilled, technical, and managerial staff. An understanding of population changes is also fundamental to any marketing operation. The author examines population statistics for the U.K. and suggests some of their lessons for the corporate planner. He plots such general trends as: 1. 1. Increasing economic pressure to provide for the young and old from a dwindling work force. 2. 2. Ever rising general standards of education. 3. 3. Increasing material aspirations, e.g. for housing, domestic equipment, and travel. 4. 4. Growth in discretionary income.

The authors analyse likely changes in the structure of education and qualifications in the Czechoslovak work force during the next thirty years. They stress the low level of qualification, particularly among management, compared with other industrialized countries, and the impact that this is probably having on productivity and on exports. Over the next thirty years, they foresee increasing mechanization in agriculture and forestry, more mechanization and automation in industry, and in certain types of services, and in consequence, a large increase in demand for qualified personnel, especially scientists and technologists.

A method of scheduling aggregate production and work force is presented, which is applicable to the more complex and realistic cases found in many manufacturing concerns. The method is tested on a model which has a known optimal solution. The results indicate that the proposed method holds promise for yielding good results for models which cannot currently be solved for optimal solutions.

This is designed as the first of two articles dealing with population growth in Australia. Over the last i o years or so the rate of growth has consistently exceeded 3% and in two years exceeded 3%. Over half this growth has come from immigrants and their Australian-born children and this forms the subject of this first article. A high proportion of these immigrants have been assisted to come to Australia and their economic absorption has been greatly facilitated by the lack of increase in the non-immigrant work-force as a result of the low fertility of the pre-war years. Even with immigration the nation's work force has not been increasing as rapidly as the total population. The converse of this situation will soon begin to apply because of the high birth rates prevailing since 1943, and this demographic factor is likely to raise new difficulties in the attainment of the currently accepted annual immigration “target” of 1% of the population.

This paper proposes a heuristic approach to the determination of work force and production levels. The existence of two feed-back rules (one for work force and one for production) is postulated. The universe of possible parameters is searched to find the set of parameters that provides the lowest cost or highest profit for a particular firm. Each set of parameters is evaluated by comparing the costs or profits resulting from the application of rules bearing these parameter values to a likely sequence of sales forecasts and actual sales. Decision rules formed in this way give cost and profit results nearly equal to those resulting from the application of the optimal techniques to purely mathematical problems. In more complex and more realistic situations, the results obtained by Parametric Production Planning may be superior to those achieved by a linear programming approach or a linear decision rule.

THERE is general agreement that hearing conservation programs are essential in industry in spite of the fact that there is a paucity of acceptable data relating to the long-term effectiveness of such hearing conservation programs. The data to be presented in succeeding portions of this paper should constitute at least a start in the direction of evaluation of the long-term effectiveness of an industrial hearing conservation program. The program to be described began in 1956 prior to the start of plant production. The plant in which it was conducted was one connected with the ore extraction industry. Preplacement audiograms were done on all prospective employees, with a work force of approximately 2,200 people. The reference audiograms were obtained using a portable audiometer in a testing booth. A biological (real ear) calibration was accomplished before each daily use of the audiometer, monthly on normals, with an annual return of the

Although differences in work force participation between the sexes have been reported by sociologists, today these are being minimized by the Women’s Liberation movement. As an essentially women’s profession, dietetics in this study comes under scrutiny in a larger project concerned with health manpower in the State of Washington. Reported here is a survey of dietitians in that state, revealing the pattern of their work force participation and life-time career commitment.

We are facing the immediate problem of involving the underskilled and undermotivated in a productive permanent role in industry. Because society and technology are changing at a rapid rate, the problem concerns the whole work force. Jobs in the new technology must provide for autonomy, adaptability, variety, and growth.

Although pressures continue to build for effective allocation and utilization of man power, there is little evidence that manpower planning is achieving sophistication in practice or making its most significant contribution to corporate operations. The author views the process of manpower planning as a system with five stages: definition of objectives; determination of gross manpower requirements; definition of in-house manpower capability; definition of net requirements; and, last, programming to meet the net requirements. The programs may take the form of expansion, contraction, or internal adjustment of the present work force. The process operates as an integrated system and requires feedback and control to ensure that the programs are providing the necessary personnel.

Woman, the masterpiece and crown of God's creation, has, by custom, culture, and nature, as her primary function and sublime mis? sion, motherhood. And yet, America today is witnessing that majestic model of motherhood suffering from the schizophrenia of womanpower ?the working woman. This sudden and shocking rise of womanpower in the work force of the United States may, if its rate of acceleration continues, have a more ominous effect on our culture and civilization than all the sputniks the Soviets can ever produce. Civilizations are never destroyed. They corrode and die. Working Women

More than 13,000 persons are directly employed by international, national, and local unions, as well as state and regional bodies.' The work force is primarily composed of office-clerical and maintenance workers, but also includes full-time, paid business agents, officers, international representatives, organizers, professionals, and other staff personnel. Prompted largely by the same basic concerns and desires which motivate rank-and-file employees of private and public employers to seek the protective mantle of union representation, many of these individuals have formed their own "unions-within-unions. " It is the purpose of this article to explore the nature of these organizations, the-reasons for their existence, and the reactions of union managements to the efforts of their own employees to gain the right to self-organization. The record is far from complete. There is a woeful lack of literature about2 (or apparent interest in) this area of labor relations. Occasionally, a case before the National Labor Relations Board, or the threat of a walkout by staff employees of a union, catches the fleeting attention of the commercial press. One aim of this article is to encourage more intensive investigation so that a more complete record of this phase of unionization may be developed.

SOVIET labor policy reflects in the area of labor relations the objectives sought by the over-all economic plan at any given time. Since the goals of economic policy in the Union of Soviet Socialist Republics center primarily about increased production, Soviet labor policy may be viewed as the totality of means used to increase output from the available work force in each period. The specific policies of the Soviet regime during 1945-49 have been determined both by the historical setting and by the institutional organization of the Soviet Union.

The implementation of an eye protection programme into a factory is probably one of the biggest challenges a Management faces in its Safety Programme. This is because, firstly, no-one likes wearing eye protection. With prescription spectacles there is an immediate benefit—with them we can see clearly; without them, vision for certain functions is either blurred or symptoms of discomfort may result. However, with piano safety spectacles, there is not an immediate benefit. The benefit only applies when an eye injury Is prevented. Secondly, supervisors and shop stewards will face a multitude of questions, complaints and reasons why eye protection should not be worn. These questions will need to be dealt with quickly and 1competently and, as we proceed, the need for professional assistance will be obvious. The eye protection programme should be an integral part of the general Safety programme. However, as it is more sophisticated than most other segments of the general programme, e.g., the hard hat, safety shoes or gloves programmes, it is better to leave it until later in the programme when the whole company is more safely orientated in their thinking. Frequently In commencing a safety programme one may be tempted to rush in and provide the whole work force with eye protection; this way, everyone can see that ‘something’ is being done towards safety. However, experience has proven it is much better to wait until the general programme is well established. There are two methods of equipping employees with eye protection. The first is to purchase a quantity of multifit pianos, place them in the general store and then hope employees will requisition them from the store and wear them. Naturally, this idea seldom works. Employees don't wear spectacles and if complaints arise, little reliable information is available to deal with them. The second method Is to implement a comprehensive eye protection programme.

At its inception modern aggregate planning does pose difficulties, but these can be overcome—with results that greatly benefit the manager. For example, in developing this kind of planning one might have to consider whether inventory or size of the work force would absorb demand fluctuations. In order to solve these and other equally significant problems, the author analyzes several alternatives from which one could choose. Heuristic and computer search methods, management coefficients model, and parametric production planning are all discussed in detail. These most recent proposals are powerful yet easy to use, and they involve a degree of realism that should satisfy the most practically orientated men.

MAJOR problem facing higher education today is created by the A pressure of enrollment in higher educational institutions to which the popularization of college has led. "The opportunity for competence must be available to all children, not just the elite. We err tragically if we try to ration educational opportunity. Ability and talent must be cultivated, but we must never forget the hundreds of thousands of youngsters who inevitably must fall below the median."' Senator Clifford P. Case of New Jersey, in an address to the national convention of the Association of American Junior Colleges in May, I96I, estimated that four-fifths of all jobs demand trainable skills-8o per cent of our young people need training beyond high school.2 On all sides, the student is reminded that without post-high school training his economic future is limited. Alarmed parents are informed that automation threatens the employment of millions of unskilled workers. Since the Second World War, the railroads have cut their forces by one-half, and the coal industry employs only a third of its former numbers. Major reductions are impending in the ranks of longshoremen and in newspaper work, agriculture, and manufacturing. United States Manpower Director Seymour Wolfbein said recently that productivity is increasing at such a rapid rate that in six years not only will it exceed I960's output but twenty-two million workers will be displaced. Moreover, our work force will increase in the meantime by an additional thirteen million. This will create a need for thirty-five million new jobs by I 970.3 High-school graduates who have no special skills get an indifferent reception from employers. Bewildered and confused, an ever multiplying number of them turn to colleges in search of training they hope will bring them the rewards of an affluent society. Despite the increasing pressure

The problem of assuring the planned distribution of rural labor resources is very urgent. The lack of uniformity in the territorial distribution of labor resources is the consequence of the natural historical and socioeconomic circumstances of the development of our nation. One of the forms of the territorial-branch redistribution of labor resources in the village is the organization of the voluntary resettlement of working people and members of their families, which furthers the solution of the most important national economic problem of settling vast landed areas throughout the nation and promotes the economically expedient development of newly irrigated (drained) land and other land, as well as the creation of a permanent work force in the lumber industry, fishing industry, and other branches of industry.

This paper presents the results of some digital computer simulation tests of a procedure for the economic planning of lot sizes, work force, and inventories. A dynamic, deterministic, linear programming model was used to obtain approximate solutions to the actual problem which is both dynamic and stochastic. The tests were made with data taken from an actual factory. An alternate procedure, based upon single-item inventory control, was also tested; its results were compared with those obtained from the linear programming model. On the basis of these tests, this linear programming method appears to offer a promising method for the practical economic planning of production activities.