The Personnel journal (Workforce)

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Other titles Workforce tools., Workforce extra., Workforce products & services directory., Workforce (Costa Mesa, Calif.), Workforce, Work force
ISSN 0031-5745
OCLC 36210566
Material type Periodical, Internet resource
Document type Journal / Magazine / Newspaper, Internet Resource

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: 196 employees of the Harris Trust and Savings Bank of Chicago were given the Bernreuter Personality Inventory, scored for "neurotic tendency," the Otis Higher Examination, Form B, and a special work-attitude questionnaire designed to quantify the subject's attitude toward his specific job. The groups consisted of 93 women, 40 page girls, and 63 men. The Bernreuter scores correlate only slightly with ratings on efficiency; such correlations as do appear are in the direction of a relationship between neurotic tendency and lowered efficiency. They also bear a slight but consistent relationship to work attitudes. Those whose scores fall into the most neurotic quarter of the distribution have a slight tendency toward dissatisfaction with and maladjustment to their jobs. Correlations between Otis test scores and ratings on efficiency were found ranging from .34 to .57. When Otis and Bernreuter tests are used jointly in the discrimination between the efficient and the inefficient the Bernreuter test does not contribute enough to justify its use as a supplement, and the author suggests that there has been too much emphasis on the significance of neurotic tendency in accounting for work maladjustment, inefficiency and unrest. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
    The Personnel journal 10/2015; 11:201-210.
  • [Show abstract] [Hide abstract]
    ABSTRACT: In the United States much of the work on problems of human efficiency is done by engineers who lack psychological training. A comparatively small number of psychologists are giving their full time to research in psychological problems of industry. Psychologists concentrate on employment tests. On the other hand there is a rather extensive use of common sense, non-technical psychology on the part of the industrial executives. In England the work of the industrial psychologists is distinctly in advance of that in this country. However, industrial relations are less influenced by psychological considerations. Most of the research is conducted by the National Institute of Industrial Psychology and the Industrial Health Research Board. Psychologists are included in the personnel of these. Such things are studied as hours of work, industrial accidents, atmospheric conditions, illumination, vocational guidance, selection, posture and physique. Concrete problems of this sort are taken up at the request of individual firms on a consulting basis. In Germany there is very little sympathetic feeling or understanding between the management and the worker. There is, however, very definite interest in practical results and much familiarity with American literature on industrial psychology; and the leaders, at least, of the trade unions favor the general efficiency movement. The psychologists are in a more strategic position there and receive more recognition. Technical institutes connected with some of the engineering schools conduct investigations in industry, and also give psychotechnical training to engineering graduates, so that they go out into industry with a fair background of this sort. A rather extensive use of vocational tests is in progress. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
    The Personnel journal 10/2015; 8:421-434.
  • [Show abstract] [Hide abstract]
    ABSTRACT: How can an employer convince an employee who may have to spend $20-120 a month for benefits (previously paid by the employer) that the expenditure makes sense? United Hospitals confronted the issue head-on when it began its flex benefits program. The company made flex work by involving managers in planning and developing an extensive communication program.
    The Personnel journal 01/1990; 68(12):40, 42-8.
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    ABSTRACT: It's already possible to perform heart transplants, but who can afford the $200,000-300,000 required for the operation, follow-up and medication? Almost no one--unless we establish a national lottery and use the proceeds to pay for health care.
    The Personnel journal 10/1989; 68(9):26, 28.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Managed health care usually has been described as successful if, in some way, it has caused restraint or moderation in the increases in health care spending. Using managed care effectively, however, depends on an understanding of how health care providers traditionally have been reimbursed--and how the system is changing.
    The Personnel journal 08/1989; 68(7):38-53.
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    ABSTRACT: With the highest health care costs per capita in the world and after nearly two decades of inexorable increases in health insurance premiums, the promise of managed care has been too much for providers to take lightly. It's not too late to define managed health care, however, or too early to begin assessing managed care accomplishments and projecting future developments and challenges.
    The Personnel journal 07/1989; 68(6):72-85.
  • M Jamal ·

    The Personnel journal 06/1989; 68(5):114-7.

  • The Personnel journal 06/1989; 68(5):88, 91-3.

  • The Personnel journal 05/1989; 68(4):46, 48-55.

  • The Personnel journal 04/1989; 68(3):114, 116-8.

  • The Personnel journal 11/1988; 67(10):64-70.

  • The Personnel journal 10/1988; 67(9):70-5.

  • The Personnel journal 10/1988; 67(9):44-51.

  • The Personnel journal 08/1988; 67(7):60-7.

  • The Personnel journal 06/1988; 67(5):86, 89, 91.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Suggests that the major impact of employee assistance programs (EAPs) has been to change the view of the workplace to that of a source of help rather than a producer of problems. Models of EAPs that have developed over the past 3 decades share common characteristics such as being open to all employees on a self- or supervisor-referred basis and providing information, assessment, advice, referral, and counseling. EAP programs may follow the inhouse, out-of-house, consortium, or affiliate models. Key ingredients to ensure success include management support, professional staffing, supervisory training, employee outreach and education, and sensitivity to special populations. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
    The Personnel journal 05/1988;
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    ABSTRACT: Describes the use of interfunctional work teams (e.g., a financial resource team is responsible for advertising, strategy, packaging, and product quality of one product) as a strategic approach to maximizing human resources in a variety of settings. It is suggested that it is not gifted individuals who make peak performance possible as much as the dynamics of belief, collaboration, and support. The benefits of teams include more integration of skills; tapping of unknown member resources; more stimulation, energy, and emotional support; more sustained effort at team goals; greater member satisfaction; higher motivation; and more fun. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
    The Personnel journal 04/1988;
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    ABSTRACT: Notes that, when reviewing psychological/honesty tests, it is important to check the credentials of the vendor and the author of the test, research the author/psychologist's publication record, and ensure that the test's research is valid. 12 things to beware of when evaluating a test's relevance to an employer's hiring goals are described. It is suggested that liability can be avoided by properly screening tests before they are put into use. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
    The Personnel journal 04/1988;

  • The Personnel journal 03/1988; 67(2):40, 42-3.

  • The Personnel journal 02/1988; 67(1):30, 33.