This study examines the reporting compliance, as defined by section 203(b) of the Labor -Management Reporting and Disclosure Act (LMRDA), 1959, of labor relations consultants who engage in persuader activity. Organized labor suggests that the loss in union strength results, in large part, from management's use of labor relations consultants and their failure to file required reports with the U.S. Department of Labor. Two samples of labor relations consultants known to have engaged in persuader activity and two samples of those who could be engaged in persuader activity are identified. A research questionnaire is mailed to 779 of the total of 887 labor relations consultants for whom an address could be developed. Discriminant analysis using 16 variables correctly classifies 93.8 percent of the responding labor relations consultants grouped according to whether they had filed required reports. Other discriminant analyses using selected variables are also conducted. Three associated questions are answered. First, there are an estimated 850 labor relations consultants who have engaged in persuader activity or who can be presumed to have engaged in persuader activity. Of this number, almost 500 are estimated to have engaged in persuader activity and only 30 percent of these are estimated to have filed …

This study examined a segment of the homeless population who participated in a jobs training program. The research investigated the effect of socioeconomic status, self-esteem, and locus of control on the clients in getting and keeping jobs. The training was a comprehensive 36-day treatment dealing with three major areas: (a) how to get a job, (b) how to keep a job, and (c) how to develop life-coping skills. A quasi-experimental research design was used for testing by t-tests, two-by-two repeated-measured anova, chi-square tests, and regression analysis. The findings showed that high socioeconomic status clients demonstrated higher self-esteem and internal locus of control than low socioeconomic status clients at the start of the treatment. The treatment had a significant effect on both groups with an increase in self-esteem and internal locus of control and a decrease in both external locus of control dimensions of powerful others and chance. The treatment had a greater effect on the low socioeconomic status clients than on the high socioeconomic status clients on increases in self-esteem and locus of control—internal. Both groups were successful in finding jobs, with 79% for high socioeconomic status clients and 74% for low socioeconomic status clients having jobs at the end …

Flexible compensation is a new concept in wage and salary administration which permits the employee to select from the various benefits, and cash, a plan tailored to meet his own needs, limited only by his total compensation and those statutory provisions pertaining to his wages. Within recent years, compensation practitioners have been urged in professional journals to adopt flexible compensation as a way to improve their compensation programs in order to attract, hold, and motivate employees. The purpose of this study is twofold. First, the results of this research will provide empirical data on the current status of flexible compensation for nonexempt employees in the United States. Second, the research will contribute toward the development of a set of comprehensive guidelines for implementing flexible compensation programs.

This research was designed to investigate whether or not there are significant positive relationships between the total number of reasons production employees cite for staying with an industrial firm and measures of both job performance and job satisfaction. In addition, this study sought relationships between employee work values and both job performance and job satisfaction. Significant positive correlations have been established for tribalistic and existential values with production worker job performance. Further, significant positive correlations were shown for conformist values, and negative correlations for manipulative values with both job satisfaction and with the total number of reasons cited for staying with the firm. This study gives support to a situational theory of work motivation in which both job performance and satisfaction are dependent on the strength of employee job inertia.