Factory managers: their role in personnel management and their place in the company

Article Abstract:

Studies of recent developments in personnel management have concentrated on personnel specialists. It is also necessary to consider how general managers view labour relations. This article analyses a survey of the senior site managers, 'factory managers', in 229 large manufacturing establishments. The need to examine higher levels of firms notwithstanding, the establishment level remains of crucial importance, for its is here that policies are implemented. Factory managers might be expected to see labour relations as unimportant. In fact, they saw them as crucial to the operation of the plant, and the managers played a substantial role in decisions on personnel questions. They saw labour relations not in terms of overcoming union opposition, or even of formal institutions, stressing instead the involvement of individual employees. This article analyses these findings and raises some questions about the extent and depth of British management's commitment to this new style of labour relations. (Reprinted by permission of the publisher.)

Human resource management, Surveys, Products, Factory management

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Plateaued Managers: Their Need Gratifications and Their Effort-Performance Expectations

Article Abstract:

With employees now retiring at a more advanced age, employers have increased need to attend to motivating and keeping up morale of plateaued managers. This is a study of two groups of managers, plateaued and otherwise. A method of conducting the survey-study is explained. Seventy middle managers at two offices of a British financial organization were used in the study. Tables show statistics on performance, attitudes and age. Results of the study are somewhat inconclusive but age is shown to be a definite factor in satisfaction and motivation.

Study and teaching, Organizational behavior, Middle managers

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Being taken over: managers' emotions and rationalizations during a company takeover

Article Abstract:

A study examining how emotions are rationalized by managers during the period of company merger by another, is presented. It points out at the lack of approaches available to rationalize these emotions through emotional intelligence.

United States, Strategy & planning, Psychological aspects, Analysis, Planning, Acquisitions and mergers, Managers, Emotional maturity, Company business planning

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