Advice for night-shift managers

Article Abstract:

Approximately ten million workers in the U.S. are assigned to graveyard shifts (shifts of work that begin at midnight and end early in the morning). Studies have shown that these shift workers face problems that are not encountered by day shift workers, including: eating and sleeping disorders, lack of proper supervision and lack of support services from the firm. Workers on night shifts may also be less experienced than day shift workers. Supervisors of night shifts should encourage their employees to minimize activities that will promote eating and sleeping disorders such as smoking, overeating, drinking alcoholic beverages, napping, and exercising immediately before going to bed. Also, night shift workers should be visited by support service personnel and should meet regularly with their managers to discuss problems related to shift work.

Management, Human resource management, Shift work, Night work

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Task revision: a neglected form of work performance

Article Abstract:

This study addressed the problem of task revision, a virtually unresearched issue in the work performance literature. We defined task revision as action taken to correct a faulty procedure, an inaccurate job description, or a role expectation that is dysfunctional for an organization. Two experiments were constructed to measure task revision and test for its determinants. Results showed that goal setting inhibited task revision: instructions to 'do your best' were superior to a specific goal. Facilitators of task revision were the salience of alternatives and being in a supervisory position with accountability pressures. We discuss the implications of these results in terms of the functions of counter-role behavior for organizations and the need to broaden the construct of work performance. (Reprinted by permission of the publisher.)

Research, Task analysis, Job evaluation

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The employee who violates company policy

Article Abstract:

Although most companies' rules and personnel procedures are adequately covered in employee handbooks. Surveys have indicated that these books are not read and understood by employees. This means that supervisors must shoulder the responsibility of ensuring employees are familiar with company rules. Hypothetical examples of rule-breaking and how to handle this phenomenon are discussed in areas of employee attendance, employee tardiness and employee safety. Supervisors are warned never to overlook rule infractions, to correct infractions promptly, and to ensure that employee disciplinary actions are accompanied with explanations.

Analysis, Employee training, Employee handbooks

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