The advantages and disadvantages of rotational-job-assignments as a means of developing engineering talent. - Page 71 |
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62
had planned their programs for at least 50 per cent of the
newly hired men. Those firms which had extended the eligibility
requirement so as to include all engineers regardless
of rank and length of service showed a stronger
trend for limiting the size of participation to a small
group of rotatees. For every company in this category
which had planned for 50 per cent or over of its eligible »
engineers, there were two companies which had planned for j
less than 10 per cent. Table VII was not constructed so ji
as to Isolate the data collected from just the airframe i
manufacturing industry, since the response from this par- j
ticular industry was very similar to the overall response jj
| to the questionnaire.
| Why had some firms kept participation to a minimum,
i whereas, others had attempted to include as many of its j
j
I engineers as possible? The basic answer to this question j
»
was considered of significant value to the Investigation, j
since an analysis of the answer might help to reconcile |
Ij the obviously conflicting philosophies. ;' j j
| The Monsanto Chemical Company, which has for ap- j
| proximately fifteen years employed job rotation as a means
! i i‘ of developing engineering talent, has followed the practice'|
| of permitting only a comparatively small number of en- j
gineers to be on rotation at any one time. They have j
reasoned that by taking this approach undue disturbance of
Object Description
Description
| Title | The advantages and disadvantages of rotational-job-assignments as a means of developing engineering talent. - Page 71 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 62 had planned their programs for at least 50 per cent of the newly hired men. Those firms which had extended the eligibility requirement so as to include all engineers regardless of rank and length of service showed a stronger trend for limiting the size of participation to a small group of rotatees. For every company in this category which had planned for 50 per cent or over of its eligible » engineers, there were two companies which had planned for j less than 10 per cent. Table VII was not constructed so ji as to Isolate the data collected from just the airframe i manufacturing industry, since the response from this par- j ticular industry was very similar to the overall response jj | to the questionnaire. | Why had some firms kept participation to a minimum, i whereas, others had attempted to include as many of its j j I engineers as possible? The basic answer to this question j » was considered of significant value to the Investigation, j since an analysis of the answer might help to reconcile | Ij the obviously conflicting philosophies. ;' j j | The Monsanto Chemical Company, which has for ap- j | proximately fifteen years employed job rotation as a means ! i i‘ of developing engineering talent, has followed the practice'| | of permitting only a comparatively small number of en- j gineers to be on rotation at any one time. They have j reasoned that by taking this approach undue disturbance of |
