Fast track: is it in the genes? The promotion policy of a large Japanese firm

Article Abstract:

The promotion policy of a large high technology manufacturing Japanese company has been investigated. It was found that the firm has numerous ports of entry and recruits a substantial number of employees with previous work experience. Fast track effects are evident within the organization, as employees promoted faster earlier on have a greater chance to be promoted faster later on. Such effects are not inherent since they persist even after controlling for innate unobserved ability.

MISCELLANEOUS MANUFACTURING INDUSTRIES, Manufacturing NEC, All Other Miscellaneous Manufacturing, Organizational Methods NEC, Employee Promotion, Analysis, Manufacturing industry, Manufacturing industries, High technology industry, Organizational change, Organizational behavior, Employee promotions

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Organizational practices and employee performance: the case of the Canadian primary textile industry

Article Abstract:

Inter-company differences in the use of various organizational practices and employees productivity were empirically investigated using survey data from the Canadian primary textile industry. Findings indicated that monitoring and profit-sharing are substitutes. The effectiveness of these practices in stimulating high employee performance is affected by the size of organizations and employment of complementary practices.

TEXTILE MILL PRODUCTS, All Other Textile Product Mills, Apparel Textiles, Canada, Clothing, Textile industry, Textiles, Profit sharing

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Shirking and the choice of technology: a theory of production inefficiency with an empirical application

Article Abstract:

Research is presented on issues regarding the relationship between how an organization chooses to control shirking, and that organization's choice of technology. The study looks particularly at this relationship within various private and collective farms in Jewish Palestine.

Observations, Technology, Production management

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