Reports the effects of an employee involvement programme on members of a small, emerging high tech firm. (Names of firm, industry, and officers used in this study have been disguised). The attitudes of these employees towards management and their perceptions of behavioural changes are described. A consultant’s experience in the development and implementation of such a programme is presented.
This paper reports the results of the implementation of a flexitime and compressed workweek schedule, in three small firms, representing the retail, manufacturing and service industries. A pre-flexitime and compressed workweek questionnaire was administered and compared to a post-workweek, and on compressed workweek questionnaire administered one year following the implementation of both programs. The variables measured were preference, job attitudes, perceived productivity, personal life and employee turnover. The results indicate that the employees of all three firms preferred flexitime and the compressed workweek (.01 level); employees of all three firms reported feeling more favorable toward job, company and co-workers (.01 level); employees of all three firms indicated that flexitime had increased their performance at work (.10 level), only the retail and manufacturing groups felt there was an increase in productivity due to the compressed workweek (.10 level); all three groups rated personal life more positive under both programs (.10 level); employee turnover was found to be insignificant in all three groups from the “pre” to the “post” periods.
The franchising process is essentially an attempt to “reproduce” in another location, a successful “model”. As such, it is heavily dependent on the effective transfer of knowledge and skills from one location to another. The training and development process, then, is at the centre of attempts to ensure accurate “reproduction”. In this context, training and development have been widely touted; for example, a recent International Franchise Association survey ranked them as highly important communication mechanisms.
This paper reports the results of a participative management Program on members of a small firm in the areas of behavior (commitment) of employees and attitude of these employees toward management (leadership). A technique for the implementation of such a program for small firms is outlined. Data was collected for two time Periods: pre MBO and post MBO. The results indicate that there were significant changes in nine of the fourteen behavioral dimensions measured (seven at the .01 level), as well as seven of the eight dimensions of attitude of employees toward management (six at the .01 level).
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