Disabled consumers confined to wheelchairs represent a special consumer group for clothing manufacturers and retailers. They have special clothing needs and may perceive different risks associated with clothing purchases than do able-bodied consumers. The purpose of this study was to examine information seeking behavior, types of perceived risk—economic, performance, physical, psychological, and social—and the relationship between information seeking and risk associated with clothing purchases of 75 wheelchair-bound consumers. Regression analysis was used to determine the relationship between the five types of risk and overall risk and the relationship between types of risk and information sources used. Perceived physical risk ranked highest and perceived social risk ranked lowest for the respondents. Performance and social risk were significantly correlated with overall risk at the.05 level. However, the correlation of various types ofrisk with the use ofspecific information sources was not significant except for a negative correlation between social risk and neutral information sources. Information sources most often used by respondents were mail order catalogs and family members. Those with cogenital disability perceived higher overall risk than those with acquired disability.More than 35 million Americans have some form of physical or mental disability (Shapiro, 1982). This segment of the population has received increased attention over the last decade because a greater number of disabled people are better educated and employed in meaningful jobs. Clothing has become important to them since they are more actively involved in communities.Disabled people confmed to wheelchairs represent a special consumer group for educational and marketing efforts related to clothing. They not only have specialized clothing needs involving fit of clothing in a seated position and ease in dressing but also may encounter accessibility problems when shopping and may perceive different risks associated with clothing purchases than do able-bodied consumers. Insight into the clothing-related risk perceptions and the information-seeking patterns of disabled consumers can promote more effective communication by educators and marketers.Clothing is essential to an individual's physical, psychological, and social well-being. Physically, clothing specifically designed for the disabled person allows independence in dressing and fulfills altered needs of comfort and safety
Many manufacturers have implemented a participative, team‐based approach to remain competitive in this global arena. Numerous studies have extolled the competitive advantages of implementing this approach. Few studies, however, have examined employees’ perceptions of participative management. Therefore, the purpose of this study is to examine issues of culture change from the employees’ point of view by investigating the transition from piece rate to team‐based production in a sewn‐products plant. Using the case study approach, 16 in‐depth interviews were conducted, observations were made, and written documents were analyzed. Employees’ perceptions of their work environment prior to the transition, the transition itself, and the resulting new corporate culture are discussed. The new corporate culture is described as an open, participative environment built on trust where employees feel empowered to make decisions for the betterment of their team and the plant as a whole. Negative outcomes of the participative approach are also addressed.
Mass production of apparel has traditionally been a labour-intensive process, with production workers performing single operations using the same repetitive motions throughout an eight-hour day. This not only leads to boredom with the job, but it also increases the risk of health problems occurring. The number of lost working days, a commonly used health and safety measurement, almost quadrupled in the textile and apparel industry over the last decade from 37 in 1984 to 141 in 1993 per 100 FTE [1]. The increase in work-related injuries and illnesses over the last five years in the USA has caused many manufacturers to consider making changes in the workplace to reduce stress on the body [2].Many of these changes are based on principles of ergonomics, the science that studies the relationship between workers and their working environment. An important principle of ergonomics is that once a job or task goes beyond the worker's physical limitations, injuries will result [3]. Such injuries, often referred to as repetitive motion injuries or cumulative trauma disorders (CTDs), have a cumulative effect on the body; therefore, the tendency towards injury increases with age. Using ergonomics principles means addressing the physical demands placed on the worker, both understanding how these demands stress the body and finding solutions that will reduce the demands or stressors to a minimal level.Prevention is very important in this manufacturing segment where the labour resource is valued, and manufacturers cannot afford to lose trained workers. Prevention strategies include education and training for workers, redesigning workstations, changing methods for operations where the incidence of workrelated injuries and illnesses is high, using modular or team production systems to encourage operators to change tasks throughout the day and investing in ergonomic equipment and work aids [4]. Some of these strategies require very little investment in time and money resources while others require huge investments of these resources.Investing in ergonomic equipment is a major investment for most companies because of the high initial cost of the equipment. Ergonomic equipment is
Examines a team system using a case study approach in a sewn products plant that transitioned to the team system almost ten years ago. The theoretical framework utilized in the analysis of data was participative management, wherein it has been found that there is a relationship between employee knowledge and performance. Specific themes that arose were successes in the transition to the new team system, including benefits to the plant, and ongoing challenges of the new team system. Data were based on 16 in‐depth personal interviews, observations, written documents, and informal conversations with plant employees. The key elements of success in the transition were commitment by upper level managers, education for all employees, and the establishment of open communication among employees and with management. The team system resulted in a number of benefits and challenges to the plant as a whole.
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