Responses from 72 Irish companies identified 51 using total quality management (TQM); second-survey responses from 28 of the latter showed that 57% of TQM initiatives were successful or very successful; most have a good understanding of comprehensive TQM and value long-term over short-term results. Benefits were experienced throughout…

Employee empowerment in the United Kingdom manufacturing industry (through total quality management, delayering, and business process reengineering) was examined in a survey of 103 companies. Success factors included a solid business rationale, organizational culture, and staff decision making power. Culture was also the most influential…

A population of 41 manufacturing salespeople, 32 distributor salespeople, and 24 manufacturers' agents used a 7-point scale to rate 82 selling competencies. The resulting classification groups, in order of importance, are communication skills, customer relations, professionalism, selling skills, problem solving, business maturity, and management…

Considers employment policy and labor relations in three Japanese manufacturing plants in northeast England. Includes background information regarding their decision to locate there. (JOW)

By fully using their human resources, Japanese factories mass produce goods of low cost and high quality. Participation in Japanese factories occurs in a more hierarchical framework than advocated in the Western model of worker democracy. (JOW)

A survey of 1,224 small Illinois manufacturers received 220 responses uncovering the following issues: (1) workers and management were the chief causes of quality problems; (2) better training and management commitment would improve quality; (3) most used inhouse training but were only somewhat satisfied with it; and (4) most used only the…

Contrary to opinion, U.S. manufacturing is holding its own. It accounts for 30% of the nation's total output of goods and services and will remain one of the most dynamic sectors in the economy. Factors affecting manufacturing employment are changes in domestic demand, increased international trade, and improved productivity. (JOW)

A literature review and survey of 127 (26 percent response) businesses produced suggestions for improving on-the-job training (OJT): establish policy and accountability, review precedents, design and conduct structured training, provide specialized support for trainers, avoid turf battles, and consider literacy skills. (SK)

Results of 196 usable surveys from and 22 interviews with union organizers showed that some service sector and pink-collar occupation organizers used different organizing styles in predominantly female occupations. Female organizers, especially in manufacturing unions, tended to be explicitly gender conscious. (SK)

By 2005, U.S. employment is expected to increase by 26.4 million, a 1.5% annual rate. Services will provide more than half of new job growth. Construction will add jobs; manufacturing employment will decline. Public sector employment will grow more slowly than average. (SK)

Provides a comprehensive 1998-99 directory of suppliers and product manufacturers for school- and business-facility needs, as well as a directory of design professionals organized by U.S. geographical region. Educational associations that support the education industry are also listed. (GR)

A study of production workers, supervisors, and peer trainers in three manufacturing companies found that most workers were trained by peers; neither peer trainers nor supervisors received trainer training; training was wholly outside the oversight of training/personnel departments. Training practices evolved from experience rather than from…

Survey responses from 186 of 250 trainers/human resource managers and a Delphi panel of 21 rated companies' basic skills training provisions and the importance of basic skills. Although most stated their companies provide basic skills training, results show most are reluctant to hire, train, or retain workers with low basic skills. (SK)

A survey of 100 manufacturing firms in 10 Standard Industrial Classification areas found that intrapreneurial programs did not significantly affect sales, profits, or returns to investors. Electronics and computer companies and the most dominant intrapreneurial programs. (SK)

A 3-year study of 46 textile industry workers identified causes of employee turnover (supervision, training, organizational communication) using performance analysis. A study of multiple interventions based on the analysis resulted in changes in orientation procedures, organizational leadership, and climate, reducing turnover by 24%. (SK)