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PDF pending restorationBarrett, Gerald V.; And Others – 1975
The study focused on the individual attributes predictive of performance and work satisfaction in two contrasting work situations: (1) with a simple task to be perceived as low on job structural attributes (LJSA) and (2) with a more complex task designed to have a higher level of job structural attributes (HJSA). The job structural variables of…
Descriptors: Comparative Analysis, Data Analysis, Individual Characteristics, Job Satisfaction
Download full textBarrett, Gerald V.; And Others – 1975
The study integrates various elements of past approaches to job design. It focuses on determining individual characteristics associated with performance and work satisfaction on a simulated maintenance task designed to be seen as low in job structural attributes (LJSA) by one group and the same task designed to be perceived as high in job…
Descriptors: Comparative Analysis, Data Analysis, Individual Characteristics, Job Satisfaction
Rummier, Geary A. – Training, 1977
Discusses performance analysis, designed for use in an organization's training program. It is described as a technology which views organization performance as a function of the individual and the job environment, in which any modification of performance has to deal with both parts. Examples of the use and benefits of performance analysis are…
Descriptors: Organizational Effectiveness, Performance Factors, Task Analysis, Task Performance
Levy, Seymour – 1976
This guide is designed to help the supervisor conduct effective counseling interviews with his employees. It consists of the following sections: (1) a general description of the counseling interview; (2) a discussion of the individual and the job; (3) suggestions on conducting the interview (considering what to do before, during and after the…
Descriptors: Counseling, Counselor Role, Employer Employee Relationship, Guides
Steers, Richard M.; Porter, Lyman W. – 1974
While many studies have demonstrated the relatively successful performance implications of formalized goal-setting programs in organizations, these findings typically do not identify the specific factors behind such techniques which are largely responsible for their success. Toward this end, research relating to six factor-analytically derived…
Descriptors: Achievement Need, Decision Making, Environmental Influences, Feedback
Porter, Lyman W.; And Others – 1973
This study investigated relationships between work unit performance, employee attitudes, and situational characteristics among 411 female clerical workers in 37 branch banks. The work units were characterized by spatial separation and performance of similar functions. Two independent dimensions of performance were empirically identified and their…
Descriptors: Banking, Clerical Workers, Employee Attitudes, Employment
Forbes, J. Benjamin; And Others – 1976
Two visual monitoring tasks were used to further knowledge of the interactions between individual differences and task demands as determinants of performance and satisfaction. The subjects, 100 male university students, completed pre- and post-test batteries to assess general and specific abilities, personality variables, work orientation,…
Descriptors: Behavioral Science Research, Individual Characteristics, Individual Differences, Job Development
Quinn, Robert P. – 1977
A five-year study of effectiveness in work roles had four general objectives: (1) to assess associations between aspects of working conditions and indicators of employees' work role effectiveness; (2) to identify personal and situational characteristics that limit associations between working conditions and effectiveness; (3) to begin to map the…
Descriptors: Data Collection, Employee Attitudes, Employer Attitudes, Evaluation Methods
Quinn, Robert P. – 1977
This appendix to the final report of a study on effectiveness in work roles contains nine methodological appendixes that provide the technical details of the measures used in the five-year study. (CE 016 655 is the final report.) Appendixes A and B are reproductions of the interview schedules for phases 1 and 2 and appendixes C and D reproduce the…
Descriptors: Data Collection, Employee Attitudes, Employer Attitudes, Evaluation Methods
Batten, Jerry E. – 1977
Merit system law, state personnel rules, and collective bargaining contracts require that Oregon state agencies appraise the performance of their employees. The heart of the Oregon performance appraisal system is work planning. Based on management by objectives and the concepts of employee involvement and participation, work planning is a process…
Descriptors: Administrative Policy, Employer Employee Relationship, Evaluation Criteria, Job Satisfaction
LEVY, CHARLES; HOWE, WILLIAM – 1967
LIGHTING RECOMMENDATIONS ALONG WITH DESIGN IMPLICATIONS ARE DISCUSSED. COMMENTS OF SEVERAL LEADING LIGHTING AUTHORITIES ARE INCLUDED. A SERIES OF LIGHTING CONSIDERATIONS RECOMMENDS--(1) CHILDREN CAN ACQUIRE AN AWARENESS OF THEIR LUMINOUS ENVIRONMENT THROUGH EARLY TRAINING, (2) INTENSITY, DISTRIBUTION, HORIZONTAL OR VERTICAL POLARIZATION AND THE…
Descriptors: Ceilings, Lighting, Physical Health, Task Performance
Cooper, John F. – 1977
This brief survey of the conceptual development of the morale-productivity relationship examines some of the major representative studies of this subject from the 1930s through the 1970s. The author notes the trend away from thinking of productivity and morale as simply and directly related, the traditional view assumed in the early research. He…
Descriptors: Employee Attitudes, Job Satisfaction, Literature Reviews, Morale
Holophane Co., Inc. New York, NY. – 1966
More sophisticated and better controlled light, a key factor in environmental engineering, is discussed in three sections as follows--(1) how light should be released into interior spaces to satisfy the optical, physiological and psychological characteristics of people, (2) ways of reducing reflected glare, including the use of polarization, and…
Descriptors: Controlled Environment, Environmental Influences, Human Factors Engineering, Lighting
Peer reviewedKearney, William J. – Human Resource Management, 1978
Effective appraisal depends on three essential elements: employees who are motivated to achieve goals, who have the necessary mental and physical ability, and who clearly understand the demands of the job. What this implies for systems touching on these elements is spelled out in detail. (Author/MLF)
Descriptors: Employee Attitudes, Feedback, Motivation, Occupational Information
Hallowell, David A. – Training and Development Journal, 1974
Descriptors: Employment Problems, Job Analysis, Job Enrichment, Job Satisfaction
