Recruitment: a manager's checklist for labor leasing

Article Abstract:

Labor leasing is a new concept in personnel management that involves providing trained employees to companies that do not want to act as employers. Most managers, however, are slow in accepting this new management tool. Labor leasing, however, has many advantages such as providing expertise, especially in areas outside the company's normal operations and outside the company's usual geographic area of operation. To effectively select a labor leasing firm, one should find out how long the labor leasing firm has been in operation, whether the firm is financially solvent and how familiar the lessor company is with the lessee's industry. One should also compare prices, meet the prospective service representative, and ask for regular meetings with one's account executive.

Methods, Management, Services, Contracts, Employee recruitment, Employment services, Labor supply, Labor force, Human capital

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Quality circles: what's in them for employees?

Article Abstract:

Companies benefit from quality circles by realizing higher productivity, better quality, lower operating expenses and greater supervisory effectiveness. Employees benefit from participating in quality circles by achieving personal and career growth in the communications and skills areas. Making beneficial changes for the company by solving what were once exclusively managerial problems apparently works best for everyone. This has been experienced at Lockheed California Company, where the Employee Participation Circles promote the development of a corporate climate in which employees are genuinely viewed as valuable resources, employee participation is actively encouraged and quality circles are led by skilled facilitators.

Psychological aspects, Analysis, Work groups, Teamwork (Workplace)

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Paul Revere Group forges new approaches in employee involvement

Article Abstract:

Paul Revere Insurance Group (Worcester, Massachusetts) has developed a comprehensive employee involvement program that includes quality circles reporting to a centralized quality management team, monthly meetings involving upper management and circle leaders, and rewards for innovative concepts adopted by the corporation. Since the program was established in January 1984, Paul Revere has realized approximately $8 million in operational savings, while implementing more than 800 ideas advocated by the 1,200 participating employees. At Paul Revere, quality questions are divided between 'quality in fact' issues and 'quality in perception' issues. The mechanisms of the employee involvement program are detailed.

INSURANCE CARRIERS, Case studies, Paul Revere Corp.

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