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The use of remote desktop applications has increased greatly in recent years, mainly because of the generalization of telecommuting due to the COVID-19 pandemic. This process has been carried out in a very controlled manner in some companies, but in other organizations it has been introduced in a more anarchic way. The direct use of on-premises company computers and resources from the internet without the necessary protection mechanisms, including VPNs, has increased the risk of data exfiltration. Apart from other types of data exfiltration, there are cases in which employees transfer files using encrypted communications, consciously or unconsciously, producing a leak of information undetected by data loss prevention systems. In this paper we analyse the question of whether a forensic investigation may answer questions about data exfiltrations; questions such as those regarding the when, what and who (or to whom) and the use of application logs and other available tools. The answers to these questions may form the basis of solid digital evidence for legal purposes, though they may only deliver a partial response to said questions. Other complementary sources are necessary to build a complete answer and accurate digital evidence. Nevertheless, we have identified and analysed several use cases that may help to raise an early alarm that can offer warning about certain behaviours in encrypted traffic that may be detected via network monitoring. [ABSTRACT FROM AUTHOR]

Copyright of Pedagogy Studies / Pedagogika is the property of Vytautas Magnus University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The paper discusses the energy efficiency of smart working (SW) as a solution to traditional work-approach issues, with a focus on evaluating benefits for both employers and employees. Remote working, while offering environmental advantages such as reduced commuting and office space use, poses challenges in assessing its true impact. The study presents results from a dynamic analysis on a real residential building, typical of an architectural style diffused in northern Italy, revealing a 15% average increase in energy consumption when all work tasks are performed from home. To address concerns about the environmental impact of SW, the research proposes a method and metrics for evaluation. Four novel indices (SWEET, SEE, SSEE, and 4E) are introduced, providing a structured approach to assess the energy efficiency of SW initiatives. The paper outlines a methodology for data gathering and metric application, aiming to acquire quantitative insights and mitigate disparities arising from a transfer of burdens to employees. This contribution not only signifies a ground-breaking methodology but also addresses an unresolved research question concerning the evaluation of the actual energy efficiency of smart working implementations for both employers and employees. The results underscore the importance of understanding the nuances of SW's impact on household energy usage and its broader implications for sustainability goals. [ABSTRACT FROM AUTHOR]

This research aimed to analyse to what extent the legal politics of outsourcing in Indonesia's legal system protect workers. The analysis specifically scrutinises the provisions in Book III of the Civil Code and enforcement of the Government Regulation in lieu of Law concerning Job Creation Law Number 6/2023, with its following implication to protect workers at the national level. This research employed doctrinal legal research on legal instruments related to outsourcing with statutory, conceptual, and historical approaches. The research showed that legal politics concerning outsourcing had experienced dynamic congruence with the political configuration when the legislative product on outsourcing was made. The differences emerge where outsourcing is not restricted to certain occupations in Book III of the Civil Code of Indonesia. However, Law Number 13/2003 restricted the definition of outsourcing to occupations not related to core businesses. Law Number 11/2020 and Government Regulation Number 35/2021 fit employers. Both laws govern the legal protection for outsourced employees with the transfer of undertaking to protect employment regarding changing vendors with the condition that the jobs are still available. Meanwhile, the type of work outsourced is unlimited, resulting in a deficit compared to the previous norm. [ABSTRACT FROM AUTHOR]

Internal mobility, or movement of individuals within organizations, is a frequently occurring phenomenon that can have ripple effects throughout organizations. Internal mobility can impact individuals, units, and organizations and several decades of work on the topic provide evidence of its causes and consequences. While a recent uptick in research on internal mobility aligns with upward trends in the use of internal labor markets within organizations, the literature is currently not well integrated with a variety of terms and characteristics used to describe internal mobility, siloed single-level research on either individual or organization perspectives, and poor integration with other forms of mobility that makes it difficult to fully understand its impact. This review of the 202 articles on internal mobility reconciles these issues by defining internal mobility, creating a model based around the two primary types of internal mobility, transfers and promotions, and integrating research from varied organizational actors (individuals, organizations) that cause and are affected by internal mobility. This review culminates with a future research agenda designed to extend research on internal mobility. [ABSTRACT FROM AUTHOR]

The overall objectives of this article are to help the reader see and understand through Aristotelian lenses: (1) positive and negative aspects of the Leveraged Buyout (LBO) business model; and, (2) how LBO practices can be reformed so as to retain positives and reduce negatives. Aristotelian lenses considered are: wealth acquisition through wealth expansion, wealth creation, and wealth transfers; distributive and corrective justice; and, a dialectic analytic process of retaining positives, reducing negatives, and reforming. Key net positive wealth expansion aspects of the model are discussed with respect to: profitability for the owners, managers, and investors of LBO firms; potential productivity improvements on the cost and revenue sides; and, potentially greater credit availability. Negative wealth transfer and destruction aspects with respect to: a relatively high rate of bankruptcies in some countries and in economic downturns; LBO firm gains without responsibility for losses; wealth transfers from employees, creditors, ordinary vs "carried interest" taxpayers; and, damaged wealth expansion and creation capabilities of acquired organizations are discussed. Potential reforms that could reduce negatives, retain positives, and reform the model are discussed. [ABSTRACT FROM AUTHOR]

Copyright of Çankırı Karatekin University Journal of the Faculty of Economics & Administrative Sciences is the property of Cankiri Karatekin University, Faculty of Economics & Administrative Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper aims to verify the effects of work–family conflict and work–family facilitation on employee innovation in the digital era. Based on resource conservation theory, this study regards the work–family relationship as a conditional resource. Employees who are in a state of lack of resources caused by work–family conflict will maintain existing resources by avoiding the consumption of further resources to perform innovation activities; employees who are in a state of sufficient resources are more willing to invest existing resources to obtain more resources. In this study, 405 employees from enterprises in the Chinese provinces of Jiangsu, Anhui, Sichuan, and Guangdong, and in the municipality of Tianjin were selected as the research object. These enterprises are knowledge-based companies, and their employees frequently transfer knowledge at work. We collected questionnaires from the frontline employees of these companies. The results show that negative and positive emotions mediate the effect of work–family conflict and work–family facilitation on employee innovation. Moreover, work flexibility has a significant moderating effect on the mediating role of emotions between work–family facilitation and employee innovation behavior. In the digital era, when facing different work–family situations, employees need to pay attention to and dredge their negative emotions to avoid reducing their innovative behaviors due to self-abandonment; in parallel, they need to guide their positive emotions toward innovation, so as to promote their innovative consciousness and behavior. This paper expands the research perspective of employee innovation behavior. [ABSTRACT FROM AUTHOR]

Motivation: Employees' works are crucial in practice. The validity and need for discussions on the rights of the employer to the employee's work is justified by the increasing concern for the observance of copyright, and also for employee-employer relations. By entering into an employment relationship, both parties must be aware of their rights and obligations. Aim: This article presents the issue of copyright status of an employee's work regulated in the Article 12 and 13 of the Act on copyright and related rights. The considerations focus on the legal relationship between the employer and the employee-author, and the issue of acquiring author's economic rights to the work created by the employee within the employment relationship. The article is based on the analysis of legal regulations and judicial decisions. Results: Regulating rights to the work created by the employee is dependent on the will of the parties. It is only the absence of contractual terms in this respect that results in a reference to the statutory provisions, which define the rules of transferring copyright for the employee's work to the employer. Article 12 of the Act on copyright and related rights specifies grounds for secondary acquisition of copyright by the employer. One should remember that this regulation concerns solely author's economic rights because author's moral rights, which due to their nature are non-transferable, remain with the author or employee. [ABSTRACT FROM AUTHOR]

Copyright of Selcuk University Social Sciences Institute Journal is the property of Selcuk University Social Sciences Institute Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The purpose of this paper is to examine the promotion of self-directed learning (SDL), a concept that can potentially increase employee competency in organisations. We present SDL as a pivotal 21st century skills that transforms traditional practices into competencies crucial for the success of an employee at the workplace. The paper utilised case studies, document analysis, and a systematic literature review to synthesise existing resources. A systematic review of 50 peerreviewed articles published in English-language Scopus indexed journals indicate the significance of promoting SDL in the 21st century workplace for employee competency development. The findings further highlight the practices that need to be integrated for SDL promotion in the workplace to enhance employee competency. Specifically, communication of a shared vision and knowledge among employees is essential to promote SDL. The literature suggests that SDL must be supported by employers and implemented in human resource development (HRD). The practical implications of this for Asian businesses is to introduce and inculcate SDL in organisational culture through a reward system and a conducive working environment. Overall, in recent years, researchers have recognised the critical role of SDL in the workplace in enhancing employee competencies by transferring the learning responsibility to employees. [ABSTRACT FROM AUTHOR]

Purpose: The digital learning and learning & development (L&D) at workplaces in corporates is having a significant challenge, where only about 1% of the week is spent on L&D by the employees. There are an array of recent L&D reports–by Deloitte, 2019; Skillsoft's, 2019; LinkedIn Workplace Learning Report-2019; UK L&D Report-2019; FICCI-NASSCOM and EY "Future of Jobs" Report-2017–which have clearly been indicating that the digital learning is fast-emerging as one of the realistic option. The employees invest their time and energy for skilling/up-skilling/re-skilling for remaining relevant to the emerging business context under volatility, uncertainty, complexity and ambiguity (VUCA) world and also coronavirus disease 2019 (COVID-19) is being researched. Design/methodology/approach: The L&D interventions have primary objective of enhancing skills, competencies and career growth among employees, and the learning engagement styles/ systems are undergoing dramatic paradigm shifts. There is dire need to understand the impact of sweeping changes with Industry 4.0 and HR 4.0; however, there are only a few industry-centric studies that are available to assess the impact of technology on L&D with digital learning. Hence, there is a need to study the factors influencing various segments of workforce in large corporates, where the learning engagement with digital learning is fast-emerging among corporates. Findings: Given the digital learning / L&D context in corporates, this research paper has attempted to review and analyse the opportunities, challenges and emerging trends with respect to leveraging technology and innovation to enhance L&D to deliver the business goals, under the 70:20:10 framework, with case analysis of ten different corporates (across different industry sectors) viz., Genpact, Nexval, Airbus, Siemens, AstraZeneca Pharma, HPCL, HGS (BPM), HP, Flipkart and IBM. The A-to-Z of Talent Management and Leadership Development (adopted version from India Leadership Academy, Publicis Sapient, 2019) best practices are analysed, summarized and presented to indicate emerging trends in Industry 4.0 era. Research limitations/implications: This study has been carried out for just ten major corporates/ multinational companies (MNCs) operating in various sectors. The sample size used is relatively less; therefore, the study can be carried out with a larger sample size and deeper data analysis and insights across countries/continents. At present, this can be considered as a base-research for undertaking deep-dive analysis. The sectoral analysis and cross-industry perspectives require consideration in next studies. To address the sector-specific issues, the research can be undertaken for either a particular sector such as manufacturing, automotive, IT/ITeS, telecom, aviation, agri-tech and pharmaceutical, knowledge-based industries, etc. or comparative analysis across few related sectors required. Practical implications: This research has provided/shall provide a basis to understand the various factors that influence the L&D and digital learning ecosystem in large corporates. It is expected to provide a practical and also strategic perspective towards effective usage of digital learning systems (both in-house and open systems) for enhancing the effectiveness of L&D in the context of VUCA World and HR 4.0 around us. The proposed hypothesis of "The Digital Learning is the "Future of HR", especially for the L&D in large Corporate Academies (in the context of Industry 4.0)" stands justified. Social implications: The clear shift from training culture to "Learning Culture" is possible and feasible with strategically planned digital learning/ L&D interventions, which benefits the corporates, employees, customers and the society at large. Originality/value: To the best of our knowledge, probably this is one of the first paper in the analysing the industry best L&D/Digital learning practices from an practitioners and academic perspective, as we live in the era of bit-sized and byte sized micro-learning. This study contributes to the academics by providing insights on possible digital learning policies that can be practiced by large corporates, where the "ownership of learning and career growth" is transferred onto the employees. The result of this study complements the evolving digital learning trends, in line with science of self-driven and lifelong learning principle. [ABSTRACT FROM AUTHOR]

This paper considers whether gains made by shareholders from corporate takeovers are achieved at the expense of employees, as proposed by the 'wealth transfer' perspective. It analyses the contribution of employee lay‐offs, along with employment and wage changes, to the takeover premium and abnormal share price movements. The analysis draws on a unique dataset of British takeovers, combining documentary, share price and accounting data. The results show that lay‐offs planned at the takeover have either no effect or adverse effects on shareholder returns. Wages growth is positively, not inversely, related to shareholder returns from the second year after the takeover, whilst positive employment changes have a similar effect in the following year. Closer scrutiny indicates that labour and shareholders share gains when the firm does well, but share pain when it does not. There is evidence, therefore, that labour and shareholder interests can be complementary, rather than antagonistic, after takeovers. [ABSTRACT FROM AUTHOR]

Copyright of Cracow Review of Economics & Management / Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie is the property of Cracow University of Economics and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Individuals often enter similar jobs via two different routes: internal mobility and external hiring. I examine how the differences between these routes affect subsequent outcomes in those jobs. Drawing on theories of specific skills and incomplete information, I propose that external hires will initially perform worse than workers entering the job from inside the firm and have higher exit rates, yet they will be paid more and have stronger observable indicators of ability as measured by experience and education. I use the same theories to argue that the exact nature of internal mobility (promotions, lateral transfers, or combined promotions and transfers) will also affect workers’ outcomes. Analyses of personnel data from the U.S. investment banking arm of a financial services company from 2003 to 2009 confirm strong effects on pay, performance, and mobility of how workers enter jobs. I find that workers promoted into jobs have significantly better performance for the first two years than workers hired into similar jobs and lower rates of voluntary and involuntary exit. Nonetheless, the external hires are initially paid around 18 percent more than the promoted workers and have higher levels of experience and education. The hires are also promoted faster. I further find that workers who are promoted and transferred at the same time have worse performance than other internal movers. [ABSTRACT FROM PUBLISHER]

In this study we examine the changes in executive compensation at the top management team (TMT) level following an environmental shift. Using the context of deregulation in the airline industry, we find that: (1) a dramatic environmental change that heightens managerial discretion leads to greater pay level and performance sensitivity of TMT compensation; and (2) the greater the magnitude of turnover among TMT members following the environmental shift, the greater the compensation change. Copyright © 2007 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Exploring how organizational antecedents affect potential and realized absorptive capacity, this study identifies differing effects for both components of absorptive capacity. Results indicate that organizational mechanisms associated with coordination capabilities (cross-functional interfaces, participation in decision making, and job rotation) primarily enhance a unit's potential absorptive capacity. Organizational mechanisms associated with socialization capabilities (connectedness and socialization tactics) primarily increase a unit's realized absorptive capacity. Our findings reveal why units may have difficulty managing levels of potential and realized absorptive capacity and vary in their ability to create value from their absorptive capacity. [ABSTRACT FROM AUTHOR]

Copyright of Socialiniai Tyrimai is the property of Vilnius University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Protection of employees in the event of a change of employer in Serbia was first regulated by the Labour Act (2005). This was a result of the harmonization of Serbian legislation with Council Directive 2001/23/EC, while the effect of the European Court of Justice jurisprudence was negligible. Protection is guaranteed regardless of whether the company identity has been preserved or not, thereby making it more favourable than the European concept of transfer of undertaking. Nevertheless, the relevant provisions of the Labour Act have often been evaded in practice, especially when it comes to the application of the principle ofpreservation of employment. This was facilitated by the content of certain legal provisions. There is a notable need for their improvements, in order to enable employees to continue to work for the transferee under the same working conditions and be protected from dismissals exclusively or predominantly motivated by the change of employer. [ABSTRACT FROM AUTHOR]

The article highlights the evidence and implications from U.S. Panel Study of Income Dynamics (PSID) survey related to a decline in labor turnover. It notes changes in U.S. macroeconomic dynamics due to decline in labor market turnover including decrease in correlation between labor productivity and output, increase in volatility of labor input, and increase in volatility of wages. It mentions the reasons according to PSID for leaving an employer such as strikes, transfers, and temporary work.

Professional labor markets, such as law, are often thought to be highly open occupational internal labor markets, in which promotion is rare and lateral entry is common. In the law firms analyzed in this study, however, promotion was much more common than lateral entry: three out of four partnership positions in law firms were staffed through promotion rather than lateral entry. Law firm growth, the number of major clients, and addition of major clients increased promotion, while promotions in prior periods decreased current promotion. Addition of major clients and promotions in prior periods led to lateral entry. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to present an argument and some hypotheses to stimulate further research. It is hypothesized that the transfer of managers is used by some multinational organizations to develop a process of control based on socialization. Transfer of managers for socialization is distinguished from transfer of personnel to fill positions in developing countries and for management development. Transfer for socialization is hypothesized to socialize managers and create international, verbal information networks, which combined, permit greater decentralization than the impersonal bureaucratic strategy. Finally, it is suggested that the control processes are not alternatives but cumulative stages of development; one control strategy is added to, not substituted for, previous ones. [ABSTRACT FROM AUTHOR]

This paper focuses on 71 voluntary intraplant job transfers by nonsupervisory workers, 34 in one plant and 37 in another, providing pairs of jobs for which employees' overt and considered action showed that the preferred job was perceived by the worker to be more desirable than the abandoned one. In 51 of the 71 pairs of jobs, employees transferred to jobs with increased pay; only 4 moved to lower pay. The majority of the higher-paid jobs to which workers moved were more enriched, but when the job shift did not provide a pay increase, no preference was shown for the more enriched job. No statistically significant preference for less routine (more enlarged) jobs was shown either with or without increased pay. Required physical effort proved not to be a significant factor. [ABSTRACT FROM AUTHOR]

The rotation of individuals among settings is considered from a causal-modeling and a quasi-experimental perspective. The assumptions underlying appropriate research designs and possible modes of data analysis are discussed. Similarities and differences between several designs based on short time series are outlined. Examples are drawn from studies of productivity in an American factory and job satisfaction among Turkish administrators. [ABSTRACT FROM AUTHOR]

The time required by an individual to become proficient at a new job following a transfer is important to both employee and employer. This study suggested that subjective factors, such as levels of perceived support and perceived differences between new and old jobs, are more critical predictors of self-reported time to proficiency than more objective measures like frequency of previous transfer experiences, changes in function, or changes in hierarchical level. [ABSTRACT FROM AUTHOR]

A multivariate framework was used to determine the impact of 22 individual/career related factors on career mobility. Career mobility was represented by two criterion variables, rate of movement and propensity to move. Several of the 22 factors were found to explain substantial portions of variance in both criterion variables. [ABSTRACT FROM AUTHOR]

A study of perceptions of the promotion process for males and females within a large organization revealed that, after control of certain other factors, males had higher job grades than did females, although females had a greater number of promotions. This and other findings emphasize the need for a separate theory of career development for men and women. [ABSTRACT FROM AUTHOR]

Five criteria for evaluating candidates for promotion were investigated in a policy capturing study using manager and student samples. Six clusters of rater policies were observed which indicated the use of a single criterion, multiple criteria, and/or configural relationships. The value of a policy capturing methodology for investigating management decisions is discussed. [ABSTRACT FROM AUTHOR]

This study compared both effectively and ineffectively plateaued managers with nonplateaued managers by investigating (1) career movement histories, (2) career attitudes central to a plateaued career, and (3) career path potential in the organization. Among other results, significant differences were found between plateaus and nonplateaus in the timing of their mobility events and the types of moves they made. [ABSTRACT FROM AUTHOR]

The article presents the findings of studies on staffing, transfer and termination in organizational management. Two hundred and ninety critical incidents were gathered from production and purchasing supervisors. The incidents were evaluated by the author and an independent judge to determine which incidents included staffing. Incidents which included staffing as manager actions contributing to effective and ineffective incidents are tabulated. The possibility exists that the concern associated with terminations and transfers was such as to make the incidents vivid in the memory of the respondents.

Organizational Career Mobility is viewed conceptually as all job movements experienced by employees and the related attitudes and behaviors. A multifaceted model is delineated in which individual and organizational factors determine mobility patterns. Managerial and behavioral processes are considered mediators. Both methodological usefulness and practical usefulness of the model are emphasized. [ABSTRACT FROM AUTHOR]

In response to a study analyzing the procedure of implementation of a business decision conducted by researchers R.M. Cyert, H.A. Simon, and D.B. Trow, the article presents a different business decision study focusing not on the larger business goal, but the decisions made in implementing the larger business goal. This article presents decisions made at the Metropolitan Transport Trust (MTT) in Perth, Western Australia. This study is mainly concerned with analyzing strategic decisions made by the personnel superintendent at MTT to solve its problem of transfer of personnel, focusing on efficiency and decentralization.

In a comprehensive investigation of career patterns and vertical occupational mobility, fifty executives and fifty supervisors were asked to evaluate the relative importance of several informal factors in bureaucratic promotion. Both groups agreed that national origins, religion, political activity, and membership in secret societies are presently of much less universal importance in career advancement than such factors as family social standing and connections; membership in social, civic, and professional organizations; recreational activities and hobbies; judicious consumption; the influence of wives; the acquisition of the attitudes, values, and behavior patterns of successful superiors; and the establishment of higher, level friendships while retaining lower-level ones. The results are compared with previous findings concerning the influence of informal factors in career advancement. The general conclusions are that in complex, "other-directed," "human-relationsminded" bureaucracies, it is becoming increasingly difficult to measure individual job performance on the basis of merit alone. Particularly when formal criteria for promotion are either indistinct or not universally understood, informal factors associated with social conformity and congeniality tend to supplement or replace formal criteria. [ABSTRACT FROM AUTHOR]

As American business corporations have expanded their operations into overseas locations, the demands for qualified executive personnel have risen sharply. The focus of the article is upon the procedures for staffing overseas positions used by American firms and the frequently disorganized staffing programs being used by some of the corporate giants of American industry. [ABSTRACT FROM AUTHOR]

The article focuses on the selection and development of international executives, which is referred to as the "people side" of international management. American corporations either transfer employees to manage foreign assignments in host countries or hire foreign nationals to manage their overseas operations. Four points to consider in selecting managers include getting an accurate interpretation of the candidates' records that show their education and past accomplishments. The American business education base is contrasted to that in Europe where international experience and language abilities are expected. Three elements of cultural orientation programs include extending executives' language capability and understanding of the country's socioeconomic structure.

This paper explores faculty interchanges among 79 graduate schools of business as a form of interorganizational relation. Faculty interchange among schools, the dependent variable, is operationalized in terms of 5 measures, and 11 structural variables are identified as the independent variables. Cluster analysis of a faculty interchange matrix yields six supply and six receipt clusters which are analyzed with the aid of the independent variables. Inbreeding is positively correlated with the tendency toward top-heaviness in faculty rank structure; and 4 other measures of faculty interchange-number of faculty members supplied, number of faculty members supplied as well as received, number of schools interacted with, and number of schools with reciprocal faculty interchanges-are highly correlated with faculty size, growth in faculty size, school prestige, and output of Ph.D.'s. The finding that faculty recruitment tends to be guided by structural similarity rather than by structural complementarity, raises some questions about the functionality of current recruitment practices. [ABSTRACT FROM AUTHOR]

Sixty simulated business organizations were established in the laboratory for the purpose of examining comparatively the effects of succession with and without an ally. In the first experiment, the manager alone was transferred to a new and identical organization after undergoing an initial training period in which he acquired managerial experience. In this situation, the manager was a single outsider confronted with an entirely new staff and organization experience. In the second experiment also, the manager was transferred to a new organization. However, in this case he was permitted to select one of his assistant managers, an ally, to accompany him on his new assignment. This study was concerned with the consequences of the latter type of succession for staff relationships and, in particular, interaction patterns, the consultation. process, and subgroup formation. [ABSTRACT FROM AUTHOR]

The author presents a response to a commentary made by Thomas A. Kochan of the University of Wisconsin on his study about interplant transfer and terminated workers published in the January 1970 issue of "Industrial and Labor Relations Review." He comments on the interpretation made by Kochan about his sample of terminated workers. He offers his insights on the systematic differences in the timing and circumstances of the exposure to the labor market of the terminated workers. He discusses his views on the relation of length of unemployment and the quality of jobs accepted by terminated workers.

The article comments on a study by David B. Lipsky about dismissed employees and an interplant transfer program published in the January 1970 issue of "Industrial and Labor Relations Review." It asserts that the conclusions made by Lipsky is not supported by the data presented in his study. It discusses the limitations inherent in his sample of terminated workers. It argues against Lipsky's choice of criterion for measuring the adverse effects associated with the termination of employees. It highlights the factors that influence an employee's decision to continue participating in an organization.

It is frequently alleged that the extreme division of labor or simplification of tasks in mass-production industries is a major source of job dissatisfaction. Moreover, according to this view, workers typically express their discontent with the monotony of highly repetitive jobs in high rates of absenteeism and labor turnover, or by seeking transfers to less repetitive work. The findings of the study reported in this article dispute the usefulness of such personnel phenomena as indicators of the degree of employee dissatisfaction with repetitive work. A variety of other job conditions submerged the effect, if any, of repetitiveness on turnover, absenteeism, and transfer rates in two manufacturing companies studied by the author. [ABSTRACT FROM AUTHOR]