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Analysis of training techniques for industrial relations personnel in Southern California industry
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Analysis of training techniques for industrial relations personnel in Southern California industry
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ANALYSIS OF T RAINING TECHNI UES FOR INDUSTRIAL RELATIONS PERO NEL IN SOU TI-IE RN CALIFORNIA INDUSTRY AT . es1s r s nte d to the Faculty of th S hoo l of Co re Th Univ rsity of South rn C lifor ia In P tial of th . qu r e n s fo h De as t of Bus i n s s d n1 tr tio by Lyle Fr ncis Johnston un 195 This th sis, written by LYLE FRANCIS JOHNSTON under th guida ce of th culty o m·tt a n d a proved by all its memb rs, has b present d to and a c e pt d b y the F c lty of the School of Comm r ce i artial fulfill m n t of th r quirements for th d gre of MASTER O BU SINE S ADMINISTRATION D t A prov d ) ' TABLE OF CONTENTS CHAPTER I. THE PROBLEM AND DEFINITIONS OF TERMS USED. . . . • . . . . . The Problem . . . . • . . . Statement of the problem . . . . . . . . . . . . . . . • . . . Importance a d s 0 e of the study . . . Definitions of Terms Used . . . . . . . • . . Industrial relations . . . . . . Practitioner . . . . . . . . . . P rsonn l admi istratio Administrativ int lli g n . . . . . . . . . In- s rvi c trai 1.i n . . . . . . . . . . . . 0 -th - ·ob trainin . Sourc s of Data a d M thods o ro Sourc s of data. . . M thod of pro d r . . . . . . . . dur PAGE 1 1 3 3 9 1 1 11 12 12 12 13 13 15 Or anization o th R mai d r o th Th sis . 16 II. HISTORICAL BACKGROUND AND FUNCTIONAL SCO . . . . . • . . . 20 Histori cal Ba ckground. . . • . . . . . . 21 Functional Scop . . . . . • . • . . . 24 III. RESEARCH FINDINGS ON IDEAL QUALIFICATIONS FOR INDUSTRIAL RELATIONS PERSONNEL . . . . . . . • • . 35 erson l Chara c t e ris i c s . . . . • . • . . . 37 CHAPTER Professional Qualifications. . . . . . Education . . . . . . . . . Training . . Experience. . . . . . . . . . . . . . . . . . . IV. SURVEY FINDINGS ON QUALIFICATIONS DESIRED .. . . . . . . . . . . Questionnaire Results . . . . . . . . Personal characteristics . . . . . . Experience Edu ation . . . . . . . . . . . . . . . . . . . L etter Findings . . . . . . . . Sum ry . . . . . . . . . . . V. INTE RVIE FINDINGS ON EM LOYM -- NT FACTORS . . . . . . . . . . G ral r f r n s. . . . . Pe rsonal charact risti s . . . . Educatio n an xper1 n c . . . . . . . . Sp c ifi c r f eren es. . • • . . . . Types of exp ri n e e sou ht . . . . . . . . lV PAGE 44 46 51 56 5 5 60 61 70 78 80 3 5 5 89 mploy ent of inex p ri n e ed personnel . . 2 Be ginnin pe rsonnel jobs for the inexpe rienced . . . . . . . . . . Education preferenc es . . . . . . . . . Summary. • • . . . . . . . 4 95 8 V CHAPTER PAGE 101 VI. VII. SURVEY FINDINGS ON TRAINING. Training Conducted . . . . . . . . . . . . . 101 Number of com any p ro g rams . . . . . . . 101 Ty es of training pro g rams . . . . . . . . 103 Length of training. . . . . . . . . . . . . 1 0 5 Outside training utiliz d. . . . . . . . . . 106 Letter Finding s . . . . . . . . . . . . . . . 108 Summary. . . . . . . . . . INTERVIEW FINDINGS OF TRAINING PROGRAMS CONDUCT E D . . . . . . . . . Trainin P ro g r ms Co pany tr inin . . . . . . . . . . . . con uct d . . . . Outs id training . . . . . . . . . . . . Summary. . . . . . . . . . . . . . 110 . 112 . 112 . 112 . 11 4 . 115 VIII. COM ANIES' VALUATION OF A D SATISFA TION WITHS L CTION AND TRAINING P ROC E DURES . . . . . . 117 . 117 . 11 IX. Evaluation o Pro gra s . . . Com any Satisfaction with th Summary. . . . . . . . . SUMMARY AND CONCLUSIONS . . . . . . . . ro grams . . . . . . . . . . • • • • . . . Summary. . . . . . . Conclusions and Recom . . . . . . . . . . endations . . . . . . 120 . 122 . 122 . 128 CHAPTER BIBLIOGRAPHY. APPENDIX . . . . . • • • • • • • • • • • • • • • • • • • • . . • • . " A. SURVEY LETTER AND COPY OF QUESTIONNAIRE. . . . . . • • • Letter Accompanying Questionnaire. • • . . . • • • • • • . . . . . . . Questionnaire. . . . . . . . . • • • . . . . B. TABULATION OF QUESTIONNAIRE ANS WE RS . . . . . . . . . . . . . . . . . . Vl PAGE 133 137 138 138 140 14 4 .. Vll LIST OF FIGURES FIGURE PAGE 1. Normal Organization of Industrial Relations Functions. . . . . . . . • • . . . • • . . 2. Seven "M's" of Manufacturing . • • • • . . . . 30 32 CHAPTER I ·THE PROBLEM AND DEFINITIONS OF TE RMS USED I. THE PROBLEM A statement to the effect that the development of ad e quately trained industrial relations personnel should be among t e foremost concerns of management may, on the surface , appear to be exceed ingly bold. A number of fa ctors, however, tend to support t he validity of such a contention. First, it is quite evident t hat industry is devoting an increasing amount of attention to the group of philoso phies, techniques, and practices w i ch have com to b e known by t h rat er general term of "personi:iel administration. " On r ason for t e g rowing importan of t is phas e of manag m ent may b fou d in t e growth of labor unions a n d their coll tiv bargaining pow r and in the inc reasing amount of federal and state labor l egislation. Anothe r reason , of equal importa c , is th r c ognition of th necessity for improving a d maintaining an ffi i nt work for essential to the success of a ny enterprise. Personn l administration must also be con erned wit t e di gnity of t he individual war : r, his welfare and compe satio , and his m otivation . Th f ' st two ar social and economi c in nature and w e r of primary c o n e rn in t first attempts of man to bre ak down t he a cient master- s rvant relationships. T e last item, motivation, r e presents t e additio of the psychologi cal factor to modern personnel administration. More recently, t e interplay of these economic, social, and 2 psychological factors has greatly increased the complexities of i ndustrial relations. Such terms as security, personal freedorr .1. , democratic values and pro c esses, mass production, unionism, collective bargaining, scientific managem nt, and the more recent term "automation" all convey m anings which point to the necessity for real administrative leadership in the field of industrial relations. Also contributing to the importance of this pr mise is th fact t hat industrial relations has to do with p opl at th plac s wh re t ey work, wh th r it b . l governm t, church, du cation, unions, or business. In general, and within these frameworks, industrial relatio n s plays an important part i v ry situatio w r c rtain individuals ntrust d with th duti s of sup rvisio n , administratio n , a d manag m t s k t o s ur a d maintain th fficient coop ration fun tions of any of ot r p rso n s who p r for nt rpr1s • h mar d tai l M nag logi al, c o n o nt tad y 1s not only o ront d with th any socio- c , psy olo i cal, politi al f a tors w h n ire ti g its wor -fore towar mar ffi c i t prod ctio but ust consid r th s factors i t rm of c c pta by unions. To t 1 s nd, industrial r lations d p r s o n l pra titian rs responsibl for t s functions beco e v . mor 1 ortant. T nee ssity for ad quat ly trai d personn l b om s obvious s n e e the succ ss of our hig ly i dustraliz d c o nomy dep nds po th degr ma agem nt a d labor work tog th r to be efit both. to whi c An terpris t at is mark d by t e ost sci ntifi c and modern met ods of production or the ost a cademically and pr ctically 3 perfect training programs fort e development of personnel, is not contributing toward i ndustrial leadership if at t e same ti1ne it fo.ils to develop t ose in the area of industrial relations . This group are to a very large degree responsible for the selection and training of personnel within the enterprise . Statement of the problem. It is the purpose of this study (1) to analyze and evaluate tech iques employed by management within South r n Califor ia i dustri s for t e sel tion a d training of industrial relatio s staff p rsonnel; ( ) to supply management with the tools to provid a mor eff ctiv d velopm t program of 1 dustrial r lations p rsonn l poss ss1 g th pot ntial to assum t responsibiliti s o top m nag relations st dents, nd t os ont nt; a d (3) to provid industri l plati g a prof ssional car r i n industrial r latio s, 'nformation t may ssist t o mor intellig ntly pr par for car r 1 t is f i ld. T 1 s study is l i i t d i s op to h t nt t at it is r strict to m diu and lar . Sl bu in ss organizations. In ost instanc s orga · ations with 500 m loy s a d o r w r furt r lim·t d in that t .. inform t i o is bas l ect d . It is on practic s fo nd within compa i s in t h South rn Califor i are . It is op d th t t practi c s of t s o pan1 s ar e r pre t tiv enough to refl ct what industry i gen ral is doing in th ar a to d v lop effi c i t ind strial r lations p rso nel. Importance and s cope of t he study. Today, t ere is in reasing att tion paid to t e fa c t that i dustrial r latio s career s are 4 approaching professional status. T ere was a time when everyone engaged in t he field of industrial r lations had a questionabl status. This con ern was also related to the policies and programs of their activities. Sarah E. Southall in her writings in the field of industrial relatio s very aptly describes the c hanging status of industrial relations whe sh stated: The it-or-miss element has be n taken out of industrial relations, w hic is ow re ognized as a profession ... By t e middle of this c tury t e profession (i dustrial relations) has a chiev d status. Today it is onsid r ed good busin ss to mploy individuals w os handling of e player- mploy e r lations is expected to result in more favorable ma agem nt-employee understanding, mor conti uous op ratio , and ther fore mor production at l ss cost. l W et er t is status has b n attai e d or not d p nds upo any fa tors, not th l ast of th s b ing t c pacity, co p t n c y, a n d t 1 ability of thos w o nt r th fi ld to Industrial R l tions Dir ctor said: a ur u p. As on must co trol an top th flow of large n r of u quali - fi d individuals a d p rsonn l quacks into th field. Unl ss t is is don , t tir prof ssio w ill be brought in o disr put by 2 a f w ... T fa c t a a n individual lik p opl n s t ability to alo with t em is n o u r nt e of s cc s 1 h f . eld o indus rial t r latio s. T h abili y to et alo g with p opl 1s requ1r d for a n y job . l n organ1 atio . ndustrial r lations calls for sp cializ d skills, l Sarah E. Southall, Industry's Unf.nis ed Busi ss (N w York: Harp r a d Brothers, 1950), p. 40. 2 Samu l Burk, T " el Prof · - -Its Future Status (P rso nel S ri e s No. 74. N ew York: Manageme n t Associatio , 194 3), p. 6. 5 som of whic h r quir little ability for getting along with people. Be sides specialized skills, the successful industrial r lations xecutive needs a broad und rstan ding of t chnical matt rs, an a n insi g t into economic, so c ial, political, and psychological for es. To th r with these, th staff in ustrial r lations ex cutiv ust know som ething o labor le gislation, labor-managem nt ne gotiation s, union contracts , union history and p ilosophy, and ana em nt philosophy; and h st poss ss th ability to for cast a n for s e th r sults of an g m nt planning a d poli c i s. Sue qualities as p rso al a djust- m nt, th bility to think e r ativ ly, fl xibility, a cat oli c riosity, d t rmination, sal s a s i p , an an int r st i l arn1n r a di- tional ttribut s a s c s sful i n strial lations C tiv st OS- s ss . Also h V tron g i t r st i u n b i g s, i divi- duall and coll cti l y , s w ll a pp iation of t . 1 portan of int r r tin t 1r robl to a na t. To a th s bili- ti s a a ust c tai l y b or than t chni . 1an. T is fa t is ill str t d by t ollowi g q ot tio o L wr nc A. Appl , Pr si d nt of A . r1 m nt Asso iatio : Not o n l y s o l d t p rso n l · nistr tor b a train d t h - Ill 1a ; S t ami c i c on t basi c one pts and practi s of li nt. Fun a ntall th w r- sonn l wor r o l tr in d s a t hni cian , j st s t m r y o do ctor first s v s as n 1 t r • Wh t r or ot h b - o s gr at y s1c1a will d p pon is statur and th v1s1on poss ss s. 3 L awr n c A. Appl y , War-Pow e r d P rsonnel A m·nistration ( rsonn l e ri s No. 63. N w York: Am ri c an Mana g m 2nt Asso c i tion, l C43), p . l. The selectio n and training of industrial relations personnel must not be hit or miss. It must be at least as scientific as t e se- 6 lection a d training procedures wnic ar follow d for ot er staff and line personnel. Just as an error of a scientist or engineer may cost enormous sums of money in t e failure of an experiment or in dam aged equipm nt or mat rial , so can the errors of industrial rela- tions personnel cost lar sums of money. W at is ven more 1m- portant, the damag e ay be int area of e loy ,. moral and atti- tud s , an on th s ar dama t y ar diffi ult to r stor . Proof of this li s in t1 untol numb rs of unioniz d mploy s w o r £us to b li v that an on st an sine r m nag m nt is on th ir sid . As industrial r l tio s b co S V Il r o pl t task involv will b co 0 co l , q 1r1n b tt r q alifi d p r- sonn l to p rfor h • It is rt in y th t i dustrial r lations will b com or c o l b caus 0 t n d to und rsta d, ti- at ' satisfy ploy s. Th r r on itions isti b tw n a a nt an labor to day w h i fift y rs a go wo ld av ant al strif but w h i h l . abo t sue sults to- p ys1 , s 0 r1n r ay. T r ar contin ing local, nation l, an int rnational con- flicts- -th r always av b a d t lw ys will b as long as u an b ing s ar as t y r . T si nificant point to b ad 1s that ach en ration finds t probl s bigg r and solv s t or easily. T e d ca ion a d trainin of ach n ration is b tt r, t xper1 nee 1s broad r , and jud g m n t mor soun • As t nation b - com s mor matur t educational lev 1 should ris and t os who 7 manage s hould be more ably prepared to assume positions of leader ship within industry. A dvancing technical know-how, the bi gn ss of business, t h e growth of F ederal power, and the rapid advances of labor organiz ations ave all l ed this nation away from individual handling of human problems . And also, as the c ondition of bign e ss spreads and collectiv bargaining b ecom s or i ndustry -wi d . ln scope, t bargaining 1s one at a hig er l v l with mor far-r ach- ing cons equence s for th conom as a whole . Stat d another way , t attitud of bign ss has result d in at nd ncy to n g l ct th clos personal relationships and r c o gnition of individual p e r forma c that mad A m ri an industry r at and t o att mpt si plification of indivi- ual u an r lationships by handling th mo a oll tiv basis. nt r1n t f i l d of in us trial r lations ar . going In ividuals into it wit hi h r cation an sp iali d trainin th nth 1r r de - c ssors . A jo r portion of th atio al instit tions of this na - tion ar pr s ntly providing prof ssional-1 l trainin . 1n un r - ra - d at a rad t l v l for thos t ring t 1 prof ssion. In d ~i- tion, it is worth of not that n y o th s instit tions v also r - at 1n strial r l tions tions . sign to pro · d a ontin atio n of du tion an training to thos w o ar lr a y in t prof ssion. Aft r for liz d cad c training , t industrial r lation as- 4 rn 1955, a st d y of 1000 p rsonnel staff r lations mb rs found t at th ir dian ducation w s that of a four-year coll g raduat and t a t p re nt e l d a vane d g r s. S e Dal Yo er and Mona L. Walt , "Salari s and Ratios i n Industrial R lations : 19 55" P rsonnel Vol. 3 , No. l, July 1955, pp. 6-15. 8 pi rant is ready to be com a neophyt practitioner in t e field of i dus - trial relations. It is at this point in is career that industries who wish to establish and maintain successful personnel administration and goo d ernployee-employer relations hips s ould begin the teaching learning process t ro gh practical training programs to suit their needs. Dr. al Yoder, in writing on th post graduate training of an industrial relations aspirant. states t at univ rsity trainin should be supplem nted by w at is, in ff ct, an interns i in a staff posi tion. H goes on to say f ' at th first job should b that of assistant to a com tent practition r u n er w os dir ction the proc ss of trainin can b continu . 5 M thods of op rations, practi s, and polici s of various com an1 s ar as i f r nt as t h ompan1 s t ms lv s, and knowl g of partic lar o anys' op rations and poli c i s is a "must" for t industrial r lations loy • It is common s ns an ood busin ss or anag m nt to buil upon th foun dations w i c h for al d c tion as s p li d th no 1 and com n c is trainin in in ustrial r lations for th g r t r r sponsibiliti s of staff x utiv . To e t r n tow a xt n industr in th So t rn C alifornia ar a is a ccomplishing this post training 1s on of th obj tiv s of this t h sis. How it i b in ac- 0 plis is also of vital i port n c . 1n valuation to d t rm·n which t ods ar s • 5 Dale Yoder, Industrial R lations and Managem nt (fourth dition; N w J rs y: Prentic Hall, Inc. , 1946), p. 30. 9 II. DEFINITIONS OF TERMS USED Although the t rm "industrial relatio n s" is widely u se to des crib e t : e control oft e n anpower o a or aniz ation, it is b y no m ans a niversal t rm. Many man fa c t u r rs, retail establis 1ments, utilities, banks, a d ov rnm tal a enc i s still refer to t e f i l as "personn lad ... i nistratio n " a n d t ,. f u n ctional departm n t as t ~ e "p r- so ~ nel departm t. ff Som . s 1n s s rsonn l m na g ana , p rsonn l nt, labo s p rv1s1on, p rsonn l s p rv1s1on, ' S 1 W 1 part plo y r ploy rr .1.ploy m lo y -w la d a t . t as 1n r a n t r lar or s all, s t, ind strial r la ion s loy nt d pa t bl t r mana nt, a n • In nt, V ost t l al t h a . dustrial r latio n s as s, 10W V r, w r ss n l lS s I t a ti vi ti s of t pa t nt a so w ... at li . t • N t ind st ial n t . rial latio tm nt, rpr1 1 as l s pa alt ' all : a . trial l . l 0 1n ions pro • Fo t : . . r y t h t .. . itions of s 0 , l l n s l r- t . t . t ' is t , . b lari . d to g i tt d l r s l Sl l r- ta din 0 .1 t op 0 r d y a • strial r la io lit rat r r v als n o finition wit, a com n l y a c e pt , s ifi c . a l • T r ar , 1 ow v e r, g n ral points o r nt as to t obj ti s o ind strial la ions. Lawr c L. B -- t , al r rs to ind strial r lations as a o- op rativ ly arran g d c o trol or a a m nt oft pow r of an 10 organization. 6 This broad definition carri s the implication that in dustrial relations is a m chanism for improving th operation of a business enterpris e through cooperate efforts of its peopl . This implication is reflected in the language from an addr ss by Dr. J. Douglas Brown of Princeton University, in which he said : Industrial relations is not a s c i nc ; rath r, it is a stud y of th values arising in th minds, intuitions and motions of indi viduals, as thes valu s b com mbo i d in group organiz ations and action. Th stud nt of art, and industrial r lations is a good example, must ev r s k his satisfaction in the im 1 ov m ent of a way of lif , ·ud g in t rm too intangibl to prov . Industrial r lations within its classification thus includ s, as most obvious, th r lations of m lay rs and ploy s. It also in- clud s r lationship s of loy rs n oth r m ploy rs, n d o f m- loy s and oth r m ploy s; r l tionships b tw n association of m loy rs an or an1z tion of m loy s, n d b tw n an m loy r an an organ1 ation of m lay s; r lationships b tw n in ivi ual m loy s an th ir org ni .z. tion s . Som of th s r lation hip s r clos an p rsonal. 0th rs r m ist n , su h s hos of rank - and-fil . union e b r with union official , or thos of unskill ploy s with th pla t sup int n t . All o th s c r . l . lll r- p rsonal r l tionships inclu d within h g n r l £ram work of in ustrial r lations. Th 1r m lti li city nd com l xity r highly si nifi c ant chara c teri sti c s of d rn in ustrial r l tions. 6 Lawrence L. B t al, t al., In ustrial Organization and Manag ment (N w York: M cGraw-Hill Book Company, In . , 1945), p. 5. 7 Al xand r R. H ran, Reasonabl Goals in In ustrial R lations (Stanford : Stanford Univ rsity Pres s, 1954), p . 5. ll For the purpose of this t esis it is desired to point out t at the term "industrial relations" is meant to inclu e all that is necessary to establish and maintain that working relationship which makes pos sible the uman performance necessary to accomplish t he aims and func tions of an enterprise. Practitioner. For the pur ose of this stu y the t rm " racti- tio n r" r f rs to on w o practic s an art, sci nc , or prof ssion. P rsonnel Administration. Int is r port th . m an1n of th t rm s ant to b synony ous with th t r · ndustrial r lations, . SlnC t two t r s ar us int rchan ably in ost lit ratur d alin with th s bj t. T is t r r f rs to a t ll loy s so t· at a 0 v lopin th nt will g t . l apabi liti s of p o d tion out of th ir work whil t t h sa ti d v lo pin th work sit ation w r 1n lo s will b workin 1n a at sp r w 1c will r - ult in r t r ro d '-tio ro th ir· £forts. Th a in o th t r ' p rsonne l ad inistratio " 1s raps b st fin i th followin d finition b y T o s G. Spat ' w ll- known authority in the prof ss1on: rsonn l ad ·nistration is a o d o th ways of organi in n tr ting indivi d als at work so th t th y will g t t g r at st possibl r ali ation o th ir i trinsic abiliti e s, t s attaining axi - ffici c y fo r th s lves an their roup and th reby givin to t t rprise o whi h th y ar a part its d t r · ning comp ti- tiv advantag a d its opti r sults. 8 8 Thomas G. Spat s, An Objecti tiny of sonn 1n1- stration (P rsonn l S ri s No. 75. N k: Am an M m t Association, 1944), p . 9. 12 It may be said th n, that personnel administration is a basic management function. It perm ates all l evels and types of manag - m nt, becaus e effectiveness is based upon the coop ration of oth r people. Unle ss personnel administration is effectively carri d out, enduring or aniz ational success will b difficult to achi v • Adm.nistrative Int lligenc e . T his t e rm · s d fined as th knowl d ge s , skills, and attitudes appli d to aid in th growth of in dividual p rsonaliti s; to satisfy, not only th ir mat rial, but also th ir s piritual n ed s; to sonal r lations a on t aintain tually satisfactory int rp r- achi v th prop r p r os . l 9 its p op . In- Training . . r1 n s , pro c ss , proc t p rsonal , social, C vid al cone d . 10 T rn hers of ac or nizational group; to of an organization by, t hrough, an with T his yb said to consist o f thos ur s , n d t chniq s whi h lt in C an p of S SlOn l rowth of h indi- ti viti s b for l or infor l . On-th -Job Tr ining . T t pl nn training progra instruction, in t s1 n d to quali y a p r o n , hrough sup . rv1s p rfor- 9 T omas G . Spates , "Ad ·ni trativ Int lli g nc : 0 r Gr at st N d for Goo d S cc s s" (Lectur l, Arth r H. Youn L ctur s in Industrial R lations, Bilt or Hot 1, Lo s An 1 s , California, F bruar 3, 1956) . 10 c. W. Philips , "W at Ar t h Charac teristics of An Eff ctive In-S rvic Pro g ram 1 " The Bull tin of th National Association of S condary Schools Principle s , XXXVI, (M rch 1952), p . 357. mance of the duties of a specific position, while e 1.s working in a position of his career ladder . III. SOURCES OF DATA AND METHODS OF PROCEDURE 13 Sources of data. An arbitrary crit rion of 500 employ s was s lected as the siz - t rmining fa ctor for a company's inclusion in th surv y. In s lectin this igur , t pr1 cons1 ration was to s l ct compani s that w r suffi iently lar to m intain som form of an industrial r lations staff. It is r aliz d t at many compani s small r than this coul possibly b found aintaining industrial r - lations o r p rsonn 1 part nts. To in lu sm ll r com ani e s wo ld h avily w ight th indi g s on t sid of informal industrial relations or p rsonn l proc r s or non- ist nt industrial r lations or p rsonn l pro ra s . I 1s possibl t t so f w c o . Ill S ln- l d d in t is anal sis o lo y l s s tha 5 0 0 loy s. T y w r , ow v r, s ff i c i n t l c lo s to t 1 s n r to b inc l ded . It is also con ivabl t a t so c o . Ill lo in o r 500 ploy s w r l • It is f lt that s fi i nt vari ty can b found within th s to pr - s nt a t oro gh anal sis of s l ction and training of th industrial r l tions staff work r . To includ s 11 r or g ni ations, which, in any instanc s nd rstan ably cannot for ally train p rsonn l, would only s rv to confus th 1ssu . To cov r t practic s in small r organizations would also b e a st y co pl t in its elf. Organi ations to b e contacted wer s lect d from any typ s of 14 business enterprises including industrials, manufacturing, petroleum, and insurance concerns a long with public utiliti s, stat , county, and city governm nts. Comme rcial organizations such as banks, depart ment stores, restaurants, and other similar type organizations were excluded on the grounds t at t ere would readily be a variance in their personnel and training procedur s due to wide differenc s in operations and t y p s of personnel concern d. Publi c utilities, gas, water, and ele tric compani s, w ere included as many o f th ir opera- tions clos e l y res b l d thos found in industry; h nc , th industrial relations and/or p rsonn 1 pro grams wo 1 be similar to t os found within industry. A r at ajority of th or ganizations w r an - facturin cone rns with no onsideration iv n to th t rp of produc t. M ntion st also b m d of th g o g a i cal ar a inclu d . Th ori ginal int nt was to includ only thos or anizations lo at wit in t ity of L s An l s . T h n r of o an1 tions tin ot r crit ria (si· d natur of op rations) within Los An l s its lf w s, how v r , d m d to b too sm 11 to pr s nt ny d finit on- c lusions . Cons qu ntly, t s op of th analysis was 1nc r s d to in lud com an1es as far south a s San Diego, alifornia n as far ast as San B rnardino, alifornia. T re was no r striction on th t y p s of co ani s s l c t d as sourc e s of reg ir d data. T s 1 ction was ad at ran o • In th as of p rsonal int rvi ews, or a i z ations w re contact d w o w r known for their int r st in r s arch in in ustrial r lations or p r sonnel administration through t 1r articipation i n the P rsonnel and 15 Industrial Relations Association (PIRA), Merchants and Manufactur ers Associations (M&M ), American Management Association (AMA), Society for the Advancement of M nagement (SAM , and the Industrial Relations Committees of the Los Angeles and Pasadena, California Chambers of Commerce. By utilizing such a list of interest panies, cooperation was facilitated. com- Method of procedure. In view of the very limited amount of refer nee mat rial on th s 1 ction an trainin of industrial rela- tions p rsonne l within t South rn California ar a, it was d cided that a questionnair would b t information sought from th most f asibl m e t od of obtainin any xisting so r e s. R ali ing that qu stionnair s ar oft n isl adin and inco l t , a d , at b st sourc s of incompl t infor tion, n att twas ad to rsonal- ly int rvi w ind strial r lations an om ani s. T is £fort was int nd rsonn l to s ppl c tiv s 1n s l ct d nt an substa tiat t infor ation obtain d t ro gh th surv q stionnair • Th th- od of s l ting org iza ions for th p rsonal int r i w , as alre a e y b n plain d . A total of 130 q stionnai r s w r ail to . . ar10 s or an1z - tions. Of th s 130 nt rpr1s s 6 r turn d co l t d or p rtially co l t d qu stionnair s for a r turn of 66 . p r c nt; 15 co . pan1 s did not r turn th qu stionnair but s nt 1 tt rs xplaining th 1r par ticular progra or th lack of any pro gram in th ir organization. By including thes e com ani s in th r turn results, t r spons s th n total 101 out of 130 co pani e s for a r turn of 77. 7 p r c nt. In a di- 16 tion to the 101 company responses, ll companies wer e contacted and asked to participate in the survey through a personal inte rview. Therefore , the information contained in this the sis represents, 1n whole or in part, the practices found in 11 . companies . It is inter- esting to note that in no instance did all 112 compani e s contribute to the complete answer to any one question. In t 86 questionnair e r turns alon a gr at variance xists in th number of com ani s answ ring each question. In some cas s qu stions wer answer d in a manner that was not c l ar or contradi ted oth r answ rs. T is fa c t pr c l ud d th ir utili ation. All suc h answ rs w r th r for o itt d fro th final tabulations. In t followin analysis of th g u stionnair r s lts, r f r nc s will alw y s b ad tot xac t n b r of com ani s r sponding to th parti ul r subj c t contain d within that particular g u stion. IV. 0 RGANIZATION OF THE REMAINDER OF THE THESIS C apt r I, 'Th Probl nd initio s o f T r Us ' is ' pr e s nt d to stat t robl d qualify its l i itations in this r - port. It d fin s s v ral t r t at ar b a co m on und rstandin o f t r s d t roug out so t r will s d . In a dition, this c a pt r contrib t s to th r aind r of th th sis b y s tting forth th sourc oft r s arch data an x plaining t tho d or proc dure tiliz d to gain th infor ation dis c ssed in s bsequ nt c pt rs. R vi w of th lit ratur is found in C apt r II. H r th . tn- t ntion is to portray a brief r vi w of som of th e lit ratur di gest d 17 in preparation for this thesis. Emphasis in this discussion is placed upon the importance and th broad s cope of th many and vari d func tions of industrial relations. This chapter maximizes t e impressive and large number of functions chargeable to industrial relations. This should be kept in mind during the r mainder of this report. C apter III, "Res earch Findings on Id al Qualifications for In dustrial R lations P rsonn l," is a pr s ntation bas d on analysis of additional r s arc h and findings from texts . In most areas it pr - sents a digest of th b st opinions of th writ rs, sp cialists, and x perts in the field of p rsonnel ad inistration. Its primary contribu- tion to this study is to m as1 t thinkin and conc l sions of th authorities in t is fi ld on th id al or acad mi cally stat d qualifi a tion of a p rsonn l work r. It is w 11 to k p in mind th ir thinking as to p rsonal charact ristics , ducation, training, and xp r1 n d d most d sirabl . 1n a p rson l work r for com arison wit qu stionnair r s lts in lat r chapt rs . Chapt r IV, conta :nin urv y fi din s on quali i ations d - sir d , initiat s th r ad r into th b inning of th qu stionnair r - sults. This hapt r disc ss s s v n q stions in th surv y r- taining to back roun so t in personn l p opl . Its purpos is to asc rtain by statistical inform tion and disc ssion w i c of th f a tors-- du ation, xp ri nc , p rsonal, and ot . . rw1s - -1s mo st wi d l y consi r ed in the s l ection o industrial r lations p rsonnel proc dur , and one this is stablis d , to iscov r what sp ifi c typ s of edur ation and . xp r1 n c ar most soug t. This chapter 18 includes a treatise of the letter findings received from those com panies who chose to expand upon the questionnaire or return letters outlining their particular program along the lines of the questionnaire. Presentatio of information gained from personal interviews in Chapter V is a continuation of C apter IV and is intended only to sup plement or substantiate the findings of the questionnaire survey foun in the previous chapter. Eleven companies wer s lected for this approach. Chapter VI, containing surv y r sults on training accomplish d , r turns to th survey questionnair e and its main contribution stab lishes w ther or not any training w s utiliz d b y participating com pani s for th ir Industrial R lations Staff ; and, if so, w at form t is trainin took and its duration. Again, as in Chapt r IV, th r sults of th statistics ar dis ss d . Th approac h to th treatis in Chapt r VII, c ontaining r s lts of personal int rvi ws on trainin a _o lish d , as in Chapt r V, wa s mad to s bstantiat t information s c r e on t is phas of the thesis by th q stionnair thod. This c apt r r v al d t at t e c o ani s int rvi e w d app ar d to hav or fr qu nt training pro ram fort prof ssional training of th 1r p rsonn l p opl t an th qu stionnair surv indicat d . C apter VIII, containing r spond nts' valuation of m loym nt and training t echniqu s, is t e last phas e of the formal presentation of results oft questionnair • Participating companies answ red all, or in part, four qu stions in the surv y . Its main contribution 19 to this thesis establishes the fact that most companies surveyed are satisfied wit their employm nt and training techniques. Although a few of them did express dissatisfaction with their systems. Chapter IX, "Summary and Conclusions," is the last chapter of this thesis. T he first part consists of a summ ation of the results of f i l d work by a mail questionnaire , survey, personal interviews, l etter findings, and an evaluation of participating companies training tee niques for industrial relations personn l. Th summary is based upon fact and ind i cat s, on th whol , South rn California industries follow intelligent practic s which o promot th d velopm nt of in dustrial r lations p rsonn 1. In the s and part of this chapter, som d finit co l s1ons av b n arriv d at, bas d upon informa tion fo n in th s rv y . It is op d that th s c on l sions, coupl d with a f w c o on s ns s g stio s , will awake n thos r e sponsibl for trainin th in ustri l r lations staff p opl into a cone rt d action to fill t h s . 1 ortant positions with mor comp tent p ople • Th s , assurin this r t ountr , d sirabl and p a c ful industrial ist n so n c ssary to aintain supr a int y s of th A ri an p opl and t fr world . CHAPTER II HISTORICAL BACKGROUND AND FUNCTIONAL SCOPE An understanding of the bac g round of modern industrial rela tions and its broa functions may assist the reader in gaining a greater a preciation of its purpose. Th ancestry of industrial relations is trac able to Robert Ow n. In 1800, as managing-own r o f th N w Lanark Mills n ar Gl sgow, h r c o gn1 z d th t th ploy r, in a lar s ns , 1s his broth r 's k p r and s t out i fac of considerabl o pposition to im rov th distressin conditions that his anufacturin p o ulation had b n subj ct d to und r th form r an r. T id as that h ad nc d w r not giv n m ch . l ortanc ntil th s r10 s s of p rso n l robl ms w r r o g - n1z d by Taylor, Gna tt, v m n th t l t r b d th Gilbr th , all n stors of th known Sci tifi M n nt . o pul r att ntion w no wid l at ra ted to th s c i ntific g - la d t ad oc t s nsid r b l h is h s b 0 th nag n of th npow r o n o r g n1z tion . ln th n. Th f i ld f industri l r l tio s in it thr e a·or fu ction l asp cts, l bor r latio s, loye s r lation , nd public r l tio ' r r s nts to ay . maJor s t of industrial na ent . tatis- tics in icat th t about 80 p r c nt of so sixty illion ll o pl 11 Al antler R. Her n, "Manag m nt's Res ponsibiliti s for P rsonn l Polici s , ' Tr nds in Industrial R lations, Bull tin No. 16, California Institute of T chnology (Lo s Angel s, alifornia: Citiz ns Print Shop, 194 ), p. 16 . 21 comprise the employee population of the United States. It is in the successful accomplishment of organizing people and inducing the m t o work together effectively t hat the function of industrial relations as sumes an all-inclusive importanc e in industry. I. HISTORICAL BACKGROUND In a sense, modern industrial relations history involves all the lon s e ries of stage s tht ou h which th r lations hip of managers in industry and thos whom th y mana as d v lop d to its pr s nt state. Three fairly distinct p riods are not d in th pro c ss of change p r c ding t m rg nc of what may b r f rr to as mod- rn in ustrial r lationships. Th first of th s is th p riod that pre c d d th first Industri l R volution in England. T n follows th p rio d of rapid m odifi ations i pos by th revol tion its lf. Last- l y , a third y b is c rn d in t y rs s bs e qu nt to th Industrial R evolution. In th p rio d p r ding t In stri l R vo lution, a or han s ar tho s invo l in th s i t fro rfdo o th r n of ild or anizations . T is was a rio of r lativ l y slow chan and c ar- a c t riz d by t ast r-slav r lationshi • Th s rv1 s p rfor d by th s slav s consist d of v ryt ing f ro nial tasks to sp cial- ized r sponsibiliti s in agricult r and m"litary s rvic and w e r t for runn rs of th artisan or w g arn r . Wit th . passing y ar s the artisan a c hiev d r c o gnition and stat s and sold his s rvice s for wages. Th se ind p ndent work rs found th ir cono c positions 22 strengt ened som what and began to organi e their own associations as early as the thirteenth and fourteenth c nturies. The improved stat s of the artisan res ulted in the nactment of legislation to set standards of work and wages. T e legislation itself was not as important as t e r ognition of t xistence of a distinct class of workers w o had form d craft gilds. T e gilds represent d t e first organizatio n s of independent work rs and so g t to control t e num er of work rs in the c rafts and to maintain certain standards of p rformanc • Wit in t gilds, cl ar- u t di££ r ntiation s parat d master craft , journ y m n, a d appr nti s . Th ild s yst disapp ar d as a r s lt of t e sam c ang s that char t r1z d t Ind strial R volution. Wh n journ y n fo nd it i m po s s i l to om plac d on tran to a old r ilds f il d to st r r ts as t r's stat t t ono 1c n b ca s of t r stri tions also di s cov r d t at t s. A cordin l y , y o- anry ilds, assoc1 tions of jo r n y m , w r for d fort Sp Cl - r ts- . l p rpo o b r ainin . Wl t gilds r pr s ntin t st r n . T s or ani tions w r clos l y akin to mod r . n1on or a 1- ations. T 1r p urpos , nlik t at o th old r ilds, w h o sought to r1n mplo y rs a n d ploy s tog t r fo r t prot ctio of t al int r sts, was ol l y for t prot ction of t JO rn y n's ·nt r st in d alin wit th st r c rafts • T cha g s g in th Industrial R volution av contin d t ro g t e y ars and sin e that tim av rou ht abo t an rapid difi cations. As a ampl , t n w ra ff ected a r alignm nt of social classes. It caused t h e emergence of t e i dustrial proletar iat- -i -idivid als comprising a rou p of wag e workers, depen de t po t eir emplo yers for work and for tools with w 1 ich t e y perfor d 3 t eir func tio i i d ustry . Distinguis ed f ron --i this class was a noth r g ro p ade u p o f t hose who provid ed a worki g place a n d t e tools wit . W lC to work. T is class was called t "ind strial capit alist" ro p. This g roup c ontrib ted to t h e widespread ovem t toward power sit s w i c : r e s lted i t for a · ion of t:. arly indu s t rial pr vale tin a citi s a d a e r 1 com . r1 tot ity. a y so ial p robl Co ti d indu strial . xpa s10 a n d t t d cy towards lar s e al pro c tio wit -i all i t s p rso n l a p cts and ra · icatio s , i r t of d r i d u strial r lation • And , ro arli st 1n c ptio , t ajor o j c tiv o f t . is prof ssio as b n as so iat d wit t 1 ssity o i b r id i g t e ap tw ow rs a n work rs, t plac o arli e r p r s o nal, f c - to- f a c r la io s ips taki b e t w t s roups . I d r . l s t is obj c ti as rown 1n S C i ant i c pro po rtio t at it ow n o .. pass s so . Sl t ·11ions o p opl . l t r simultan o u s dir c tio s--labor r lat io n s, plo r latio s , and p blic r la ions. A t u all~ t 1 d strial r latio s a its ost rap·d ad a c s i t a rs b tw WO w rld wars, w t ir prob l s politi c s a n d g o r t r a l i z atio n of re sponsibilit y o plo y e s and am widespread. Toda it is t i1 c e t r of atio al nt so cial pro grams . T is is q ite in contrast wit t ·o r or £iv hundr d peopl Ro e rt Owe was c o ce r ne d with in a s all villa 24 II. F UNCTIONAL SCOPE As an aid in determi ing t e gi gantic proportions of industrial rela ion s , it might be well , at this point, to examine t e functions c ontained wi in a department. It is well to bear in mind t o.a Ameri can ind stry _ as no set form la for t e f un ctions of a n indu strial re lations department , and variations are fo nd f rom o pa y to co l pan . N vert eless , it is a reco gni z ed f a c t that th industrial r - lations f nction, per se, is a staff rat·1er than a li n tion . T . e applicatio n of sound ind strial r lations proced r s m · st be t respo sibility of t e lin d part nt. Alt o u h line a d staff C - tions are di££ r tin nat re and establis d at di£ rent l v ls int atio nal . t t · ssion and o rlap i organ1 l rar e Y , y 1.av sa m ar as. M n y a t ors c onten t hat t sta f n tion ists to ppl nt t L lin tion . An or . tio of . s m un Ill n y cons q nc ' 1n order to op rate ff. c i tly , u st bo . u n c t i o s wit ll t av 0- r ity to op r t wit i t h r work o th ir d part nts. T ' 1r co- op ratio nd i n t r-play int i pl t tio of poli i , t ods, xtr l n c ssary for t s c ss l op r - and pro c d r s ar tion of an ind strial t rpris . Dr. D l Yod r,. Dir ctor, Ind s- trial R lation s C t r, Univ r sity of M "nn sota, as writt n t at a sta f depart nt generally as 1ve a Jor nctions: T s are: (l) for ulation of policy, (2) pro grarr_ pl nni , (3) onsta t r vi w 12 Sarah E . So thall, op. cit. , p. 41. 25 and appraisal, (4) consultation, and, (5) service to the operating l . 13 1ne. Lawrence A. Appley simplifies t e fun tions of an industrial relations department by stating t hat their basic aims ar research, influence, and administration. 14 To f rt er clarify t. e a c t t at in dustrial r lations is an activity of th lin func tion as well as t 1 staff, Mr. Appley mak s two general state ents on t 1 unctions o f a 1. ind strial r lations x utive wort entioning. T h y ar : . . . it is not only nwis b t impossible to s pa rat industrial relations a ctivities rom t general xecutiv . T e basic ob- jective of the personnel xe tive is to assist th ntir or ani a- tion from op to otto in bringi g about an improvem nt in knowledg , skills, abits , and attitu d s t t will ltimate l y pr ss it[: lf prod tiv l y in work and constr ctiv l y in m n r - lations. A d tail d listing o t h o pr h ns1v f n tions o in u strial r lations is s t fort lat r in t i : apt r. For t p rpo s o f t is st d , . t is s a d infor ati i · nt o point o t t t st f n tions r d 1sory i natu r • T y ar n v r o b c o s d wit a tho- . r1 to com d or i r c t, w i . 1 ol l lin ction . . . ss ntially , o r A r 1c n 0 0 y 1S nt rpr1s . T h s f r this syste b 13 nr. al Yod r, P rsonn l Prin York: Pr ntic Hall In . , 1952), p. 22 . t r po s ibi lit o f t 1 1. a n a g d b pri at b st way to sat· sfy nd Poli s (N w 14 Lawrenc A. Appl y , F nctions of t h rsonnel E · ( Cali ornia Instit te o f T c nolo_g_ y_B_u_l_l_e_t--in_N_o _____ P_a_s_a_d __ e_n_a- ,-c-a-li-- - fornia: California Institute of T c nology Press, 1940), p. l • l Ibid . 26 t e needs of our economy as a w :1ole. But wit in t is framework of reference manage nt as an xtre e l y difficult job of satisfying t e "managem nt triangle" described b y Sara E. Sout all w hen she wrote: T e top executives of any large corporatio are pulled in several directions at once. T e y ave t h e difficult task a n d re sponsibility of balancing t 1e i nterests of t heir stock olders, t eir customers, a n d t eir e plo yees. Trying to satisf y them all is no simple feat. 16 It is well to point o t t at society g n rally also .. olds a a ge e t respo n sible for t e provision of goods a nd s rvi ces, t e provision of jobs, and to a great extent for t distributio n of pure asi g power. It is .. ld responsibl by inv stars for t safety of t . . 1r 1 v stm It is eld r spon sibl b y c sto rs for th al a nd q ality of t h prod t it ~ ark ts. I is l d r spo sib l b emplo yees for t working c o n itions so ss ntial t o production. No att r now ro s t s r sponsi i liti h man r lations asp ct of s cc s s l. S ttin forth fun . a y a a g 10 S 0 , t ar all incid ntal t o nt w ic m k s a n t rpr1s ind strial r lations d part ts. nt a d all of t alli or r la d activiti s wo ld ak s 17 ral pag s. Prin ipall , t f nctions wo ld inc l d v r y t ~ ing f ro .ploy s l ction a d trai in to r tir m nt and wo l d sue acti - 16 Sout all, op. cit., p. 4 • 17 An idea as to proportio s o f a print d list oft s functions is foun d in Jo F. M 's Personn l Handbook (N w York: T Ronald Press C o pa y , 1951), pp. 19-21. 27 vities as orientation, placement, induction, promotion, insurance and pension plans, union relationships, salaries, a n d provide for health, welfare and safety of employees. A search to find an all i elusive list of the various fun tions performed by an industrial relations d partment produc ed t e follow ing list whic appears to be as compl. .. te a one as can be found. As extensive as this list is, it may not be all inclusive. A perusal of similar data ould v ry well point out additional areas within th s cop of t e industrial relations d partment . I. Establis h m nt of th orkforc A. Basi a ctiviti s 1. Analysis of the jobs to b p r form d 2. P repar tio n of th job d s riptions a n sp cifica tions 3. D t rmination of n m r ic l r quir nts 4 . Analysis of t labor mark t a) In t r s of skills availabl b) Int r s of n mb rs availabl e c ) Int r s of com unity w g rat s B. R ruit t of w ploy s 1. Dev lopm t of th orga i ation' s r putation in t h com n ity . C l ti va tio n o s p if i c sour s of labor 3 . n o ra nt of ind·viduals to apply or ploy- m nt C . S l ction 1. Establis ent of polic i S l c ti v ri t ria a) Appli ation for b) Interviews c ) T sts d) P ysi al xa i ations ) Ref r enc and curity c cks f) Trial mploymen D. P lace ent and indu tion 1. Det rminatio of best placem n t in ach cas Introduction to th job a) Fellow-work e rs and supervisors b) P ysic al location, tools, t . c) Job r e quirem nts 28 3. Follow-up 4. Replacement or separation E. Training 1. Planning and supervision of on-the-job training 2. Planning and operation of vestibule school training 3. Use of community fa cilities 4. Supervisory training 5. Executive development II. Maintenance of Workforce Efficiency A. Incentives and their administration 1. Job evaluation 2. age and salary establishment 3. age administration 4. Development and administration of in ntive-wage problems 5. Bonuses and profit sharing 6. Cost-of-living studies 7. Com unity wage studies 8. Non-financial incentives B. Hours of work 1. R gular ours . Overtim , Sunday a d holiday time 3. Vacations and rest perio s 4. Ev ning and swing shifts C. Ot er conditions of mploym nt 1. Physi al environment 2. Control of accid nt a ~ards 3. In ustrial safety 4. Control of health a '7. rds D. E ploye mobility 1. Transfer 2. Promotion 3. D motion 4 . S paration 5. Formulation of poli c i s and pra ti c s E. M rit rating of ploy s a d sup rv1sors 1. Preparation of plans . upervision of application 3. Evaluation of r sults III. Formal Dealing with th orkfor A. Collective bargaining 1. Contract negotiations 2. Settlement of grievanc s B. Cooperative activities 1. In community caus s 2. In matt rs relating to production, etc. IV. Personnel Research A. Labor audits B. Methods of development C. Evaluation of the effects 18 of legal developments. 29 A normal organization of an industrial relations department is provided in Figure l. All of these must b e accomplished within th realm of an industrial relations department in a ccordanc e with well developed organiz ational poli cies and consistent practi es , and in a manner that will promote armony, teamwork, and uninterrupted produ tion. Not only must policies b fo rmulat d and consist nt practi es maintained in each of t above cat gori s, but these poli- cies and practice s must also be sensible, ff tual, and, as already indicated, accomplish d wit in th £ram work oft interest and d sires. mploy s' In writing about p rsonn lad ·nistration, Dal Yod r sp aks of "manpow r manag m . " H d fin s this t r m as t "planning, dire tion, and control of hu r sourc s in mploy An analysis of this stat lps to show the tr ndously i port nt task w i h lies b fore t e ind strial r lations x c tiv an his p r sonn l. T he t rms "planning," "dir ction," and " antral" int m selves denote importa t fun r tion o man em nt, but non o f th se is a new fun tion in industry . T urtb r importanc of this efini- tion lies i n the use of the t rm " uman r esources " rath r t an using 18 illiam . aite, Personnel A m·nistration (N e w York: Ronald Press Company, 1952), pp. 72-74. 19 Dale Yoder, Personnel Principles and Policies (N w York: Prentice Hall Company, l95Z), p. 5. NORMAL ORGANIZATION OF INDUSTRIAL RELATIONS FUNCTIONS DIRECTOR OF IN DUSTRIA L RE L ATIONS I I I I I I I DIRECTOR OF f f PUBLIC I f PE RSO NNE L 1 I WAGE AND I I L ABOR ( I MEDICAL PER SONNE L RESEARCH RE L AT IONS DI RE CTOR \ SAFETY DIRECTOR I TRAINING DI RECTOR PERSONNEL' .__ __ _ STATIS T I - GIAN I J OB ANALYST DIRE CTOR EMPLOY MENT MANAGER EMPL OYMENT INTER VI EWER FIGURE I SALARY RELATIONS 1 1 ADMINISTRATOR DIRE CTOR l l I RECREA EMPLOYEE DIRECTOR OF EMPLOYEE TI ON SERVICES DIRECTOR DIREC TOR DIRECTOR COUNSELING, ------ l PERSONNE L TECHN ICIAN INDUS TRIAL NURSE ( COURTESY INDUST RI AL RE L AT IONS CENTER , UN IVERS ITY OF MINNESOTA, KR IEDT AND BENTSON, '· JOBS IN INDUS TRIA L RE L AT I ONS, 11 194 7 ) v,) 0 31 the term "men," "labor," or "workforce." Us e of the word " human" indicates a change in thinking f rom the old c oncept that the workforce was no more than one of the seven "M's" of manufacturing illustrated in Figure 2: money, machines, materials, management, ma r kets, methods, and men. Today's industrial relations d epartments , how ever, must be human in their approa c h whil e maintaining thei r all e giance to a cost-and-effi iency minded managem nt. Governm nt regulation of industrial relations matt rs furthe r complicates t heir task. Militant unionism, im atur coll ctiv bargaining, and m a nagement r e sistanc e often mak th job or difficult. In s hort, industrial relations 1s v r Appley struc k t k ynot of this t m wh n or important. M . stat d, ". . . it (pe rsonn l administratio ) is t 0 most importan t a tivity. " It m st not only plan, dir ct, and control p rsonn l with hum n r la tions in mind , but it ust also do t s e hing s with th utmost ffi- i ncy in an atmosp r p r at d by th d man s of so c i t , rsonn l d i · str tion is an ss nti l . UnlO S , d go r n m t . and d finit ma ag m n a tivity a n r sponsibility. T h 1m ortanc and s cope of industrial r lations w e r bri fly but ad quat ly st t d following quotations f ro Mr. Appl y , r sident of t A can Management Asso ciation, w h n said: . . . (pers onn l ad inistration) is probably th most di£ i cult a tivity in whic manage nt is ngaged, for two r asons: first, OLawrence A. Appley, T he Significanc e of P e rsonnel Adminis tration in the Modern Corporation (Pe rsonne l S e ries No. lll. New York: American Management Asso ciatio n , 1947), p. 3 . 7uccl ,, f u L t(\t\NU~ f'.\C, 1U\2.\~ Cl FIGURE 2 SEVEN 11 M 1 s 11 OF MANUFAC 32 U ING it deals with people; second, everyone in the organiz ation is in volved in it. 21 33 Personnel administration in t e modern corporation, in my opinion, draws its greatest sign if i canc e f rom the fa c t that comp e titive survival depends on it ... 22 As anothe r indi cation oft e importanc e of industrial relations from t e standpoint o f compan y ope rations, the following obje tives stated by Mr. Harold B. Berger ar worth noting : (l) To inc rease the effici n c y of th working force--in c rease production and sales, improve servi e, decrease costs, maintain or improve quality; ( ) To inc r eas th satisf a ction and moral of all mploy s; a n d (3) To protec t th physical an mental w ll being of mploy e s. T h s obj ctiv s ust go hand-in-hand. Any improve m ent in eff i cienc y whi is a chiev d at the exp nse of lowered orale or th physical impairment of employ s will in t h e long run prove costly. Lik wis , any p rsonnel a tivities w 1c do not improv ffici n y it r dir ctly or indi r ctly will b un onom· al. S ch soun d i dustria l r lation s ar e a att r of sound busin ss a d not of pat r nal i sm or w lfar . 3 Alt hough h s o b j cti v s w r publi s h d in 1936, t y ar so vit a l a d bas · c t o b u sin s s t a t t i r value will b insur d for g n rations t o o • It is po s s ibl t o illust r at this i port n e lo c lly. arly in 195 t rsonn l r to r o l r g L s A n l n t rpri e w m d r s pons ib l for t coor ·n tio n and d 'ni stratio n of an u - t i d v lop ent p r o g r m wit in h i s o r ga i ation . T i s pro g r a n - c lud d: (l) pr p r ing th ate r i l n c essary t o prop rly introdu 21 Ibid. 2 2 Ibid. 3 IIa rold B. B e r ger, "Funda entals of a P e rsonn l a d Indus- t rial R lation s Pro g r a m," P rsonn l XIII, N o . 2, 1936, p . 16. 34 and explain the program, (2) scheduling conferenc es and discussions for supervisors at all levels on the evaluation and development o f subordinates, (3) continuing study of current practices for developing management personnel, (4) analyz ing and reporting to management all training needs indicated by performan e appraisals, (5) closely observing the progress of th program and taking corrective steps as necessary, and (6) assisting line management in carrying out ea h 24 phase of the program . 24 Robert Ray Ham·lton, "An Analysis of Ex cutive Develop m ent Programs in the Los Angeles Area," (unpublished Th sis pre sented to t e Faculty of the School of Comme rce, University of South r n California, January, 1957), pp. 145-146 . HAFTER III RESEARCH FINDINGS ON IDEAL QUALIFICATIONS FOR INDUSTRIAL RELATIONS PERSONNEL Together with the heads of ot er depart ents, the chief indus trial relations executive has as his major responsibility the recruit ment, selection, and development of the personnel in his department. His task, owever, appears to b more di fi cult to a ccomplish. In sales, engineering, or a countin , for xampl , an mploye 's quali- fications an be evaluat d ore obj ctively; do s not ave to deal with th broad and intangibl spr a of op ration invol din th f- fe tiv us of uma r sourc s or stablishm nt o sirabl working r latio ships a ong all b rs of nt rpris . To c o pile a list of standard or id a l quali ication to uide all ind strial r lations x t i v in th s l c tion £ p rsonnel for their departm nts woul b n i po s s i bl ta s . On rv obvio s r eason "' lS a t t at a h nt rpr s as its own pers o ality w h i c h chara c - t r iz s it as b ing uniq nd di££ r t f ro oth r org a i ations. Co pan1 s if£ r in r g r to t ir siz , prod ti capa ity, ar- t ods, finan i l struc t r s d t h ir position in o p titi markets. T h y differ i org niz tional structures, typ s of anag - nt, p rso n n l poli 1 s, and ot r i t rna l n d t rnal fa tors whi c h dictat and influenc t ir d c 1s1on s. Int is latt r cat gory are in luded the number and types of niops with w i ch an organi a tion shares its collective bargaining, t h for s bargaining relation- 36 ships assume at the collective bargaining table, and whether these relationships are based on conflict, containment, or matur and co operative n e gotiations . The achievement of mature relationships to e stablish harmony is one of the basic objectives of modern personnel management. It is toward this goal that mu h of the literature today in th field of industrial relations is directed. Sinc e the organization, functions , tc., of enterprises ar as diff r nt as th in ividuals who compris them, allowan must b mad for variations in th typ s of qualifi- cations desired by compani s today as th y ar e a r fl ction of th current situation in whi c h manag m ent finds its lf. It is, how v r, in striving for th base d on int lli g nt n goal- -matur labor-manag m nt r lations 1ps rsonn l poli i s--that an att mpt is a d to stablish i deal qualifications for industrial r lations p rsonn l who will b instru ntal in attaining the s ma ur r lationshi ps. This chapt r lS an att pt to stablish th i d al gui for th s qualifi a- tions t d by t b st writing s of pro g r . rsonn 1- as rm1n SSlV p . d practition l ading a ca tiv ly . min rs an m1c1ans a nag 1n th improv m nt of in ustrial r lations p ra ctic s . Th iscussion of th qualifications s t forth in this chapt . r, 1n s ev ral instanc s, will b g n ral in natur . This is tru in th dis cussion of ducational backgrounds and training . A g n ral tr atment of this subj ct is not th most id al approac h to this dis cussion but is n cessitate by the fa c t that s cific ata could not b found , or t at whic h was faun is not univ rsally acc e pted by the xperts in this 37 field. The information reflected herein was obtained from existing literature on t e subje c t or opinion of the x p rts that hav b n universally accepted . Later in the dis cussion of the questionnaire and personal interview r sults, a comparison will be made with what has been f o nd in the Southern California area and what th exp rts in this fi ld have stated to be ideal, if not necessary qualifi ations. Much oft e discussion that follows does not always apply to t e industrial r lations practition rs rr ntly working in th f i eld. This is t h id al as t p rts would lik it to b , not n ssarily as it a tually is. If industrial r lations is to continue to a hi v mor fully th prof ssional status it has alr ady a quir d, th quali- f. ations o it' work rs will or los ly r s bl th id a that is pr s nt d h r n. T f t t t thi f i ld . s a c o arativ ly n w on , tha it is pr c tition rs const n l n who ang1n on , nd that a y of ·t urr nt r . 1 not t a v nta of d t· on nd fi l d , r a on th r asons w y t a t al i uation i no n ss ril sit oul b . I . ERS NAL C ARACT RISTICS T discussio p rtaining to thi subj ct as1z s thos q liti mo t xp rts d m n ssary for s cc s as an industri l r l tions x cuti • It is w ll to point out that all of the quali i s pr s nt d r c nnot be constru d s b ing applicabl to all in us- trial r 1 tions p rsonn l. Many positions within industrial r elations r qu1r many or spe ific skills and corres pondingly distinct quali- 38 ties. For instance, those employees who score and interpret various psychological tests would conceivably need a more specialized back ground than the personnel dire c tor. Thei r educational background would require a heavy emphasis on psychology and would more close ly r esemble that of people engaged in s c i entific and technical re searc h . It is conceivable that it would not be necessary nor even de sirable for the personnel director to possess this type of bac kground. By contrast, the personnel director would need to possess certain leadership and administrative traits whi h sp cialists wit i t he in dustrial relations department such as psychologists nee not neces sarily po s s e s s . In on of th bull tins of th Ind strial R lations C n t e r of th Univ rsity of Minn sota, rof ss r W. R. Spri g l introdu es an int resting outlin o th q a lifications for p rsonn l di r e ctors. This outlin was d v lop d through th coo p r tion of groups of industri l x cutiv s working under th sponsor s ip o f th A e rican Manag - m nt A sso iation. T it s in t is 01 tlin d alin sonal charac t ristic s r : l. Ke n inter s t in d aling with p opl 2. Chara ter (a) Honesty (b) Fairn ss (c) Int grity (d) Unselfishness (e) Courage of one's convi c tions (f) Absence of tri c k e ry ir ctly with p r- (g) Emotional and intellectual sta ility and consist ncy 3. Appearance a d personality (a) Eviden e of care and attention to one's appearanc (b) A marked air o intelligenc e 4. Manner (a) Assurance without being "co cky" (b) Directness (c) Frankness (d) Luci dity (e) Patience 5. Managerial qualifications (a) Ability to observe and analyze clearly the needs of company policy (b) Ability to gain a cceptanc by management an labor (c) Ability to maintain goo -will 39 (d) Ability to examin a probl m in an open-min e an im partial manner (e ) Ability to diss minate personal information by ounseling an t a hing (f) Ability to s l t and train on 's own staff (g) Ability to plan an op rat within a bud g t an to demon- strat to the com any th worth of th rsonnel depart- m nt 25 Obviously som it ms in th outlin abov , particularly thos r f rring to mana ri 1 qualifi catio s, oul only b v lop d and tr ining. T ajority of th i t ms, t roug y ars of xp r1 n how v r, ap ear to b basi c rsonal hara t ristics or anif sta- tions of c rtain qualiti s wh· c h woul b oss ss d by an indivi ual s king to stablish hi s lf in a dustrial r lations. X C tiv osition in t fi l of in- As om r ns1v as t is lis is, d v lo ts w·t int 1s fi l during th past fift n y ars rtainly xt n d d this list of mana rial q alifi ations. In s l cting e for i o rtant o sts wit - in th . 1n strial r latio s r al , it m s as (b), ( C), n ( ) mig t b xt n d to in lu t n d for t ability to d al wit th 5 . R. S riegel, Training and Res arch in Industrial R la- tions, In ustrial R lations Center, Univ rsity of Minnesota, Bull tin No. l (Minneapolis, Minnesota: Univ rsity of Minne sota Pr ss, 0 c to b r l 4 5 ) , pp. l 4- l 5 . 40 many types of personalities at t e different levels within the hierarchy of manageme nt. A p e rsonnel executive's contacts wit union mem bers and management, for example, must b as successful as his contacts with others in staff fun ctions. In th absence of a union, it is of primary importanc e t at he b e able to eff ctively communicate with employees as individuals and as a m emb er of the so cial organi zation of an ent rpris e . Clos ly r lat d to the ability to ommuni ate is th much loo k d - for flexibility of thinking an pur pos , so important to f- fectiv modern l ad rs i b aus t ability to a ccept n w i as an to chang wit th m r g n c of n w robl ms is ssential to s u c s s 1n mo rn industrial l e a rs 1 p . In us trial r la ti on s to a y 1s a ynami fi l in whi h n w is ov ri s ar fr qu ntly mad an cone pts an attit s n r go c ang s. Fl xibility oft inking will p r it th in ustrial r lations x cutiv to amply with t mans of a hangin f' l . T us , t su c ssful ra titian r not only 1s r - abr ast of n w v lo m nts in th f i l d but ust to k also b abl to t t, n dj st to, n w 1 as an attit d s within t s op of his o p rations. Anot r hara t risti c , and quall as clos ly r la 1 lS t s l s ability of t h s c ssful ind strial r lations work r. Int is ability, a e r ativ a proac h i s n d d not only to la constructiv ly and to r solve if£ r n c s bu to se ur t int r st an cooperation of top management; in th latt r £fort, cre ativ t inkin m st be suppl ment by d ter ination of urpos an t e ability to tan 41 idea a r ross. In the pe rformance of successful selling techniques, the industrial relations worker has the ·ob of convincing management that recomme n ed personnel policies and te chniques are w rkabl e and ar e sound and acceptable to all. The workers affecte must b sold on the i e a th t management's personnel poli c i e s an tec hniques are honest and inclu e a genuine feeling and consid ration for their welfare. Int e performanc e of this task, it woul a pp ar that th personnel manag e r s oul d b cat gorized as an individual who is al ways b tw en two fore s in an v r- n g a ging att m p t to ra iat and proje c t enthusiasm coupl w i t wisdom and goo d j u dgm nt in ord r to eep both forces mutually h a ppy . In this difficult task, t p r- sonnel x cutiv woul n d to poss ss a p rso ality whi h would promot confid n c an trust. In writin o n th subj c t of p rsonn l a dm.nistratio as a staff func tion, Gl n Gar i r, as arly as 1948, ntions that a rsonn l an in or r to b suc c ssful ust a i v a " passion for anonymity " 6 and s cure r s lts t rou h oth rs. This har t risti c is probably gually n ssary for any m n 1n staff o sit· ons, as all staff n st b abl to a complish tt ... ings t rough ot r p o pl , not taking any p rsonal e r it and r m aining in th bac k g roun . A c ptabl p r- sonn l r lations ar not r lations hips that c a n b r quisitio n and l ft alone to a c com lish their i ssion. N ith r is i t a visabl to 6 G1 nn Gardiner, Personnel Functions and Line Organi z ation (P rsonnel S ri s No. l l. New York: Ameri an Managem nt Asso ciation, 1948), p. 3 . 4 stop and start them like a traffic signal only when a particular situa tio n or incident warrants such action. Inst ad, th y m st b con tinuing and pervasive throughout t he organization. The personnel manager, t o gain and maintain a c ceptable pe rsonnel relations , must effectively communicate and , t rough wis om, persuasion an sug- gestion, sell 1s 1 eas to both manage m nt an its partn r , t wor- ker. In this has no dir ct aut ority an should n v r com ro- mise his position by issuing direct or ers. Other haract risti s are wort y of s cial not ; f . rst, it is im- portant t at t industrial r elations xe utiv have uriosity a d an int r st in learning t at will nabl im to go far b e yon t h training w ·thin t c onfin s o his own organi ation, to owl d e of t h w r c orr1 nity around . l A b Sln s organi atio 1s not a isolat uni ; i 1 s i l u n . 1 a so ial g roups w1 l t r at r or l s r a. T r for g r . a l by ot r · stit tions str· al r lations e e utiv c a ot do is job w ll nl ss h k OWS his 0 J_ nity an its r sour s. s c o n , t taff rsonn l _an , l b gotia or, sno a 00 parti ularly in unioni c o pan1 s . s V r l of t h C ara cteristi s e ntion du er it ( ) ( ) Prof . l s lis t p s an 1n sor pr1 g r- tain to this a tivi y . C bili i s s th c apacity to r la~ an a1n- tai co pos re; th ability to int grat . l as, spe c ially wh n th y se m to b unalt rably oppose ; ar factors that contribut to t e co pr h nsiv ness of t s two item . T ird, personal adjustm nt s ould hav a prominent plac . ln 43 Professor Spriegel's list. If an individual is not capable of resolving his own problems or som acceptable adaptation to them, e is not likely to be of much help in dealing with t e problems of others. Closely related to the last-mentioned item is a fourth con sideration, th personnel executive should have a sense of moral issues combined with sound business judgment. Th extent to which he should possess one in relation to the other is a controversial mat- ter. It seems that most enterprises f l that t industrial relations manager has a first loyalty to cost- onscious, effi c i ncy-minded management; 1s only responsibility b ing to point out th moral is- su s to manag nt and to assist in th ir resol tion as w 11 as pos- sibl . 1n an isting situation. So ent rpris s n gl c t t e moral s ns o plet ly and s k solutions to 11 probl s in li ht of sound bus in s s j u d g nt . By contrast, t r a r en lik th late Clar n J. Hick I Past Chair an of th Board o f Tr st s of Industrial R e - latio s Couns lor s , n orporat d , w o pr s s d the b li f that th p r onn l ti shoul b a e diator b tw n ploy s and ana g t. If us t l a to on sid it ho ld b that of th ploy s. T p rsonn l cutiv . 1 S, l t is situ tion, th ploy advo at wit in th coun il of a a nt. 7 ichev r i wpoint an nt rpris e ay tak , it i appar nt today that business d c1s1ons, to b succ ss ul in the long run, r o gn1z so o f th oral is su s i olv d. Clarence J. Hie s, My Life in Industrial Relations (New York: Harper and Brothers, 1941), p. l3l. 's 44 By way of a short summary, and concluding this treatise on the ideal personal characteristi c s of industrial relations p e rsonn el, it might be well to mention the words of an outstanding write r on em ployer-employee relationships. Although the following is written in terms of an industrial r elations department, it is evident that the characteristic s of th executive in charg e will largely determine whether or not the department meets the riteria herein established: Every industrial relations or personn l department should s t an example for all other d part ents. Its conduc t, systems, and efficiency should be above r proach. Such lead e rship inspires others to reach for great r eights. It is a wond e r f~lly contagious diseas to inflict on the balance of any orga i ation . 8 II. ROFESSI NAL QUALIFICATI NS A ong th p rts · n th f i l of industrial r l ations th r s ms to b universal opinion that du ation, trainin , an p n ar primary pr r qui it for c ssf l ar r n p rsonn l work. B caus o th portanc . 1 of p rsonal c ara teri tics already dis uss d int · s hapt r, a d la k of agr nt a o j st how h and w hat typ s o du a ion, ra1 1n , a d . p r1 n c ar e - sir d, it is diffic lt to s t p amounts oft es qualiti s . s r d tandar s containing i d al r 10 sly in thi c hapt r ·twas tat d that no two t rpris s operat th same in s tisfyi g t . 1r v r10 s ne ds, t us adding to th diffic ul y . It i quit obvious, ow v r, t at 8 J. E. Martin, Overhauling E ployer-E ployee Relations (Personnel Series No. 159. New York: Am rican Managem nt Asso ciation, 195 4 ), p. 16. 45 some education, training, and experience are necessary for a suc cessful career in personnel administration. As to the amount and types necessary, the matter is open to conjecture. The thinking of some authorities in the field of industrial relations on these pre requisites forms the basis for the information contained in the re mainder of this chapt r. Many authorities agre that it is som times difficult to clearly define th boundari s betw en education, training, and experience. Th q estion might b ask just wh re do s on stop and the other begin? For th purpos of this th sis , it might be advisable to dis uss th se t r e pr r quisit s as one broad cat gory. How ver , for th purpos of b tter organi ation of cont nt atter and in an £fort to tr t c cat ory within its boundaries, an att pt will b ad to s parat th s qu lifi c ations and tr at th individually. In th dis cus ion t t follow , du ation will b tr ated for al s chooling, prin ipally und r radua a d graduat work. Tr 1n1n will onsist of d lo work rs to b tt r pr par th bi liti s in th f. ld. Exp nt pro ra s g·v n to n w p rson l or th ir pr s t and futur r spons1- will b d alt with or broadly, but g n rally n1n tha particular work p r1 n c d m i al for try into and fut r suc c ss int p rso n l fi ld. It is r gr t- tabl that th r will b som ov rlapping in thes thr e ar as. This unavoidably ists b ca s of the si ·1arity of th thr e qualifi cations, their istent int r-relations ips , and t synonymity of m anings of ac t rm as used by diff r nt p opl . 46 Education. Formal schooling in the field of personnel adminis- tration and its many facets is rapidly be coming more of a necessity for the industrial relations man entering the field. Kreidt and Stone in a survey of 440 personnel workers in 125 companies found that 10 per cent of employment interviewers and · 0 per cent of industrial relations and personnel directors possessed degrees. 29 Of the re maining 70 per cent of this group, a majority possessed degrees in business administration and a few of these indicat d they had be n xposed to sp cifi p rsonn l ours s. It is w 11 to point out that in all probability the incu ts in most of thes positions did not hav the opp rtunity to study int e f i ld of p rsonn lb r'ause so f w col- leges off r d su h cours s at t time h s p opl e und rtook t higher ducation. T i is not th pi t r s it is today. A larg n b r of coll s and univ rsiti offer nu rou s c ours s and a- ward nd rgradu t and gradu d gr s in industrial r lations and l d . . . 30 Th p rsonne a m1n1strat1on. lite ratur in th field in i t s th d sirability, if not th c sity, of so due tion in p rsonn l ours s a d r lat d subj ts. Prof ssor Spri g l a s not of this wh n h stat d: 29 Philip H. Kr idt and Harold . Stone , "Industrial R elations Positions and rsonn l" (Minneapoli s , Minn sota: Univ rsity of Minn sota Industrial R lations nt r, July 1950), p. l. (M·m o- graphed.) 30 Kenn t h E. chn lle and Harland Fo , "University Courses in Industrial Relations, " Pe rsonnel Journal, Vol. 30, No. 4 (Sep temb r 1951), pp. 128 -133. 47 The employment of personnel workers with no training is un f o rtunately to o frequent, particularly when candidates with excel lent backgrounds are available. This does not mean that academic training can ta e the place of exp ri nee; it cannot. Th tragedy is that so many applicants for personne l posi~ions hav neither academic nor adequate practical experien e . 1 Charles A . Drake makes an even stronger statement on this matter: Certainly we may concede that no one should consider himself prepared for a mod rn personnel job if he lac ks basic training in interview techniques, testing procedures, statistics, labor econo mics , abnormal psychology, sociology and management--particu larly the conventional elements of personn l management . Nor should any candidate have the ffrontery to apply for a job as per sonnel manager aft r years in a subordinat p rsonn 1 capacity if he has join d no prof ssion l m tings , writt n no r ports , don no research, or has n gle cted r nt prof ssional books and ma- gazines . 32 Th comm nts of Mr . D rak mbrac mor than th form l edu- cation n cessary for p rsonn l wo r k, b ut ny of th it m ention d an b ith r t u ght in s hool or l s intro du d to t stud nt. In fact , u ually, th m r introduction to th p r sonn 1 stud nt o s o of t h subj cts m ntion d by hi wou l d b suffi · nt . Su i tro uc - tions woul n d to a c o pli s littl or t n to e r at awar - n ss on th pa rt of t h stud nt of th probl s in th s subj ct ar t h ir r l tiv plac int ntir industria l r lations p · ctur , and som of th basi p incipl und rlying ach branch of l rn1n • rally, ot r subj ct woul hav to b s udi din g r t r d tail. 31 William R. Spri gel, " A Surv y of Coll g Training in P r sonnel Manag ment or Industrial R l tions, ' P rsonnel, Vol. 1, (January 194 5 ), p . 231. s , atu - 32 C arles A . Drak , ' at is Vlrong with Personn l M anage - m nt?" Personnel, Vol . 18 (Nov mb r 1941), p. l 4 . 48 An examination of the particular courses and methods of instruc tion employed by colleges and univ rsities discloses considerable dif ferences in the courses offered to students of industrial relations. The institutions of higher learning have devised a multitude of ap proaches to the field of industrial relations or personnel administra tion education. Gen rally these fields are approached from th areas of busin ss administration, conomics, or social studies. In addition, psychology, gov rnment, labor laws, and labor r lations ar ga1n1ng r c o gnition as sirabl for som p rsonn l jobs, specially thos requ1r1ng du ation of a mor -or- l s s t hnical background. Many coll g s w rd d gr s in industrial r lations in on parti ular d - partm t whil providin many r l t cours s in othe r d partm nts fort stud t . Us lly t d partm nt off ring p rsonn l ours s is bus in s s ad istr tion. R g rdl ss of t C d approa h to th probl of due - tion in t fi ld of p rsonn l admin· stration, it is ner lly r cogn1 t t r r thr r s · n t is fi l d t n co pr ns1 due l Th (l) labor r lations labor . lOn ov r • y r an cono lC S , ( ) gov rnm nt and in ustrial r l tions, d (3) p rsonn l ma ag - n t an u an r lations. In dditio n , cours s which acquaint th stud nt wi th s i ntific ar also f r qu ntly r o t o d as a basis for nalyzing probl d. 3 3 s 33 Philip H. Kr idt and Harold C. Ston , "Coll ge Courses for P rsonn l Work, Union and M anagem t Pr ferences, " Personnel Journal, Vol. 7, No. 7 (De c mber 1948 ), pp. 247-250. d 49 It was also noted that a variety of opinions existed on methods and teaching t chniques involv d int l arning proc ss. Suc h m th- ods as case studies, conference l adership, role-playing, le ctures, demonstration performance, student participation, and qu stion discussion seemed to be most prevalent in pr sentation of the material in industrial relations. Howev r, t s m thods can b appli d to academi education in areas othe r than personn l studi s . and to argue th ir good and bad points at t is tim would b to argu the m rits of di££ r nt m thods of acad ic l arning. In a g roup dis ussion by coll g prof ssors, it was g n rally con d d th t coll training for in strial r lations should b . to 1n- t d nts. Carri d further, this £fort to inform t stu nt form th s hould ai to d v lop a n ral p tt rn rat r than a sp ific situa - tion. T h r for , t l a rnin pro c ss should tak t form of in- struction in poli y nd prin ipl w 1 m y lat r b appli d to sp cifi instan s nd situations rath r t h n to mphasi d monstrativ ods. This g roup f lt v ry strongly t h tit wa s v ry poor a ade i polic y to 'tr d -tr in' stud nt . 3 T i t s k o "trad raining" r w l l b l ft to t many industrial r lations c nters that th- c o ld V b . n organ1 d to t a c h p e rsonn l pr c ti s to t ose alr ady in t industry. This sa m ting s t up attainabl obj ctiv s for training in 34 nouglas McGr gor , Training and R s arch in Industrial Relations, Industrial R elations C nter , Univ rsity of Minnesota, Bulletin No. l (M ·nneapolis , Minnesota: University of Minn sota Pre s s , to b r l 9 4 5 ) , pp. 3 3 - 3 4 . 50 industrial relations. The long-range-objectives were to prepare bet ter leaders and policy-makers than executors . Training for the long range objectives were aimed at the college student. The short-range objectives were aimed at those already in personnel to become better leaders and policy-makers. In order to attain these objectiv s , this learn d group advocated that four typ s of training be a c complish d . T hese w ere (l) cas s, (2) instructor illustrations and xperi nc , (3) outsid sp ak rs, and (4 ) internships and sp cial assignm nts . It is int r sting to not that t is sam group also point d o t t n d for broad, t chnical nd a tual xp r1 n • To ccomodat all t r of th r s in colleg urr1 ulu s , t y t ought that broad training n ssitat d cours s in Englis h , sci ntif i c m thod, and so ial studi s . T c ni cal tr ining would b 1n sp cif i c p rsonn l subj cts ; xp r1 n in l bor, m nt , nd ov rnm en or publi r 1 • At lat r m ting of t 1 s s roup of prof ssors , R. K. B r s of t h Uni rs·ty of C i c o also poi t t·onal d v lop n t in th so c i l st di s . H out th n tr s s d t n for duca for a knowl dg of basi c one pts a n d tool o f n lysis, in a dition to in sig t nd und rst ndin of hum n natu r and th f a ctors f c ting hu- nb 35 v1or . By w y of s ummary, it is obvious that som formal ducation in 35 Training and R search in Ind strial Relations : II, Industrial R elations C nter, Univ rsity of Minnesota, Bulletin No. (M.nneapo- lis, Minnesota: Univ rsity of Minn sota Press , Apri l 1947), pp. 29- 37. 51 personnel management is becoming a necessity. However, a purely academic background is not the best preparation for a career in this field . There must also be adequate on-the-job, in-service training, and practical experience to develop a good personnel pra titioner. Since there must be this marriage of education, training, and experience in the ideal personnel man, ther 1s much to b said for ooperative educational and training programs. M ny men in the per sonnel field re comm nd such training. Here it is only m ntion d as a possible m ans of training futur p rsonnel x cutives . That it is worth consideration as a training d vice is insur d by th m1nence o f it's advocates. Aft r m r e detail d study of mploy nt r quir e - ments and training m thods wit in t South rn Cal· fornia area, this consid ration w ill b discuss d in mor d tail. Training. T n d for on-th -job tr inin 1s ppar nt for all individuals ngag d ·n · du tri l manag m nt d this n ed is r mor a c ut or ind stri l r l tions p rsonn l. Individuals assigned to p rsonn l positions usu lly ak qui c k transi ion fro oll g or position wit 1n org ni tions. If th indivi u l as pr . lOUS nc int fi l d , t h transition is not diffi ult. If, as is oft n t cas , th indivi dual lacks goodacad m·cbackgroundinp rsonn l study or xp r1 nc in p rsonn l work of any kind, t a j st nt to t 1s type of d avor 1s ind ed diffi l t . Und r th se 1rcum ta ces, an ffectiv on-th -job training pro gram assum s importan e and be com s absolut ly ssential. On-th -job training, t en, become s an integral p rt of y pro- 52 gram designed to develop the capability and potentiality of the person nel worker and therefore, should involve every individual selected for this training. Satisfactory production o f goods or services is ac complished, by and large, t rough people working on the jobs and pos sessing certain skills and knowledge. These skills and knowledges are acquired by various combinations of training and job experience . On-the-job training is a n essity for two v ry logic al and basic r asons. First, not all p rsonnel subje ts ar pursued in for a l educa ion, and s condly, indivi uals s nt to schools as part of a d - velopment program cannot b spared ind finit ly whil th y participate in t "practic " of doing a job until th y hav fully mast r d it. Rath- er t ir job profi i n y y b 1nc r s d by pr ticing und r super- v1s1on on a r al job--thu l rn1ng nd at th sam ti tting th job a compli h • n-th -job or n-s r 1 trainin ar diffi ult to manag b c aus of t h di££ r n c . 1n n s nd obj cti of man g m nt and its p opl e . G r lly sp kin , th typ of tr n1ng can b or f l xibl tha form l coll g tr ining . Th ont nt of t h cours mat rial can v ry from p c ific to broad, accordi to t h xp r1 c and n ds of thos s l ct d for u c h training . Th proc dur s m ary fro formal comb.nation of t ducatio to inform l on-th -job xp r1 n two. or In ma y c s s t h r may b sp cifi c cours mat rial pr sente d in a training program in sp cial ar as of industrial relations, suc h as labor l gis l tion, ove rn nt r gulations, collectiv bargaining and 53 techniques of operation. But m st of t e training may have to be on the-job so that the new employee c an l arn the practic al o perating aspe c ts of personnel administration. It is not, of course , possible to give every work r a full familiarity with the ntire field . It is, on the oth r hand, quit possible to a c quaint the personnel worker with the obj ctives, points of vie w, the r.oe chani ~s r elate d to solv ing t vast array of with w ich m veryday pe rsonal probl ms, and th g n ral ap p roac 36 rn personn l managem e nt attacks th s probl m . M ny practition rs cont n d that th r can b no substitutio n for training through daily work assi nm nts accomplish d throu h th on- th -job training m tho d of a informal or formal natur . T work assignm .. nts may b lann d , jobs r otated, an ff ctiv sup rv1s10 an valuation m int i pe t of t is ty p of progr s a controlling · s that train v1 c . An import nt as who m st r l on it for . l v lo m nt mus hav a sup rv1sor w o is bot willin n a - bl of prop rly 1r ting v luating t train d v lopm nt. On-th -job x r1 in job las sification or i t vi win , for x- am l , are oft m d to b p rticul ly sir bl b kgroun for p r onn l wo rk r. In e ith r of th s ositions, t 1 train gains knowl dg of the job wit in t lin or n ization, th p rsonaliti s of th l in pla c on t 1 jobs, t w e s ru tur of th or anization, an th or aniLation h i rarchy. H a lso quir s nowl g t rou h 54 the many personal conta cts with people. To perform either of these jobs effectively, th traine e must velop the ability to establish rapport, a characte risti whic h will b e invaluable later on in the pro motion of policies and p roce dures. As a supplem nt to this practical experien e , activ mem ershi in asso iations promoting ff tiv personn l or industrial r lations and parti i ating in c on£ r nces on thes subj cts can b of tr m ndous valu in broad ening th traine s scop and r par im for a itional r sponsibiliti s. An xam:nation of th xisting lit ratur on th training of sup rvisory p rsonn l r v als th xist n of volum·nous writt n mat rial on trainin g for sup rvisory p rsonn l in soun racti s a d hum n r la ions. Unfortunat ly this sam lit ratur r v als v ry littl mat rial on trainin rsons sp c ific lly for p rsonn l work. M ny ompan1 s , ow r , pr s nt o pportunity to p rsonn l work s to tak a g of su r isory c onf r n and trainin ro g ra s . T mat rial p r nt i th s ro g rams is a v luabl t 1n1n sour c fo th o r v ls of t in u t i l r l tions staff. Thi s ty of tr 1n1ng 1 s ll nt fo th tr in but for indus rial r lations st ff m r it · s ina quat b aus it is basi c lly . Sl to r a c h t low r l l of up e r 1s1on. This in d qu cy b com s or v1 nt h n it is r eali th t it is oft n t r ponsibi- lity of t p rsonne l roup to formulat t training poli 1 s an ma- t rial to b o r in training th sup rvisory fore . It has b e n pr viously stat t at th long-rang obj ctives of training s oul b to dev lo policy ma rs among colleg stude ts, 55 and in short-range planning, to develop policy ex cutors in middle managem nt. Th problem seems to be to ge t the coll ge group into the organization and past m· ddle management, where they can de velop polici s. To accomplish this, it is nee ssary to emphasize the specific skills which th n e w personnel worker needs to perform beginning tasks and later advance through th organization. This training will depen d upon so many variables that no on definite over-all policy can b stablish to ov r all situations. Dr. Rob rt McMurray in writing on th s l ction of n w p r sonnel work rs for sup rvisory training, an pr sumably, for future positions of staff r s onsibility, c on i d rs su c h subj ctiv fa tors as o c upational stability, industriousn ss, p rsev anc , coop ration, s lf-r lian , so ial l sti ity, an authority a s 1mpo tant in th 37 s l ction proc ss. D r . l Yo d r x and s on this list by in- clu in frankn ss, can dor, f irn ss an i as , thou hts, int rests, and tti u ontinuing r g r for th of th e m n with whom h e works. Whil th is still long an t diou ro d to follow , th s l tion of su rv1 ors h s hang g tly in th l st C It 1s now an a c pt d fa t t h poss e ssion of s ill b y its elf is no assur t t th in ividu l possessing su h s ill will d elop into a sue- c ssful an com t t nt su rv1sor. It is just s wi d ly c t d 37Dr. Rob Sue e d in Busin 38Dr. Dal (N w Yor • • tion rt M s s, f Yo Pr Murray, "S l cting Colle Tr in s W o Will Comme r c , Dec mb r 1948, . 16. r , P e rsonnel M nag m ent and Industrial R la n tic - Hall, Inc . , l 9 4 3), p. 2 8. 56 that, in order to as sum the increased responsibility of superv1s1on, a worke r m st be evaluated for is ability and then given the neces sary training in managem nt techniques to be successful. T he set of subje ctive factors m ntioned by Dr. McMurray, coupled with the skills t e new worker needs to perform eginning tasks, and later, to advance throug t he organization , might well be utilized as an aid in getting the college trainee into th organization and up to top management. It must b learly und rstood t at th succ ss of any training program suc h as d scrib d in th pre c ding pages can b littl m ore t an empty gestures unl ss th y are t h ov rt manifestations of a ca r fully consid r d , soundly cone iv d training poli c y . E • It i XlO ati t t p r onn l work rs will n peri c n p rsonn l work. As or t particular exp ri n c th y n ed to nt r t field of Industrial R l io s , it is iffi u l t to say. This quality continuously r c iv s consid rabl p asis s b ing i ly i portant, alt oug h , 1n a y c s , undu mp SlS yb pla d upon it, p C . lly if t nd xp ri nc 1s r ard s 1n- dicating gr at r a l • M ny pra ctition rs firmly b li ve th b st xp r1 n c ny p rsonn l x cuti h v is practical work exp r1- 39 n c . B y pra c tical work p r 1 n c this group ans work suc h as labor r, w ld r, ass m l r, paint r , and so fort h . This group is of 39 c1ar nee J. Hicks, My Li£ Industrial R elations (New York: Harp r and Broth rs, 1941), p. 141. 57 the opinion that only by experiencing the actual work situation and way of life of the worker can a personnel executive understand workers and the problems wit which they are confronted. Of course, more is involved in this practical experience than just an understanding of the worker and his problems, although this understanding is probably the most important outgrowth of a work experience background. From such a background a personn l executive also gains knowledg of the language and so ial structure of th d partment, the details of th jobs and work assignm nts, pro ss s involv din th ma ufact r , union stewards and gr1 vane pro dur s, and a first - and knowl dg of p rso nnel polici s x ut d at t low st l v l of op ration. A rat r ompr h nsi stu y ar r iv s at th following conclusion on th point of p r 1 n c : . . . mploy rs t nd o m a i xp r1 n c t t xp ns of abiliti sins l tin w work rs ... But th r is c onsid rable vid c th t pl rs r ov rlookin substantial b r in w h n th y mphasiz xp r1 n prim ry qu lification, wit out du r gard to itud a bil.ti s. A p rson with high ptitud , t ou h wit out xp r1 n c , may fr qu ntly pro to b a b tt r work rt an : p r n work r o diocr or inf rior pti- ud and abilit . 0 r lly s p kin , lon ity d . p r 1 n wit on loy r ay indi at s tisfactory p rfor an organiz ationa l structur ; how n n bility to so c ially it in an r, s ort .r p riod s o xp r 1 c may b s aluabl or m r luable as long r on s . It is difficult to make a nerali Ziation that is appropriat and fit both h long and short 40 Donald G. Paterson and John G. Darley, M n, n, and Jobs (Minn apolis: T University of M innesota Press, 1936}, p. 83 . 58 term employee , but those charged with the selective functions should be cautious in placing too great an emphasis on experience. The amount of emphasis placed upon the c aracteristics most commonly taken in consideration as a basis for selection varies from position to position, and t here are other l ss frequently regarded qualities. N xt to exper1enc on t e job, many men point to experience in some area of sales or production as being the most desirabl . How- v r, w h nth n xt b st alt r nativ to th a ctual work p r1 n c 1s sought, a m ltitude of differ nt pref r n c s ar ncount r d. A dis- cussion of t es preferenc s will b undert k n later on wh nth r - sults of th qu stionnair surv y and p rsonal int rv · ws r xam- in d . Suffic to say t t t xp ri c w h i h l ds to knowl dg o f th company n its op rations, an n und rstanding o f th work- rs and t h ir r a tions, f lin s, and d sir s 1s as an aid to suc c ss for t h p rsonn l work r . rt inly in a l abl CHAPTER IV SURVEY FINDINGS ON QUALIFICATIONS DESIRED Seven questions in the survey pertained to the type of back ground sought in personnel worke rs. The purpose of these questions was to discover which factors, personal charact ristics, experience, testing devices, and others, w re most important in th selection procedure, and once thes w re stablished, to discov r what parti- . cular kinds of ducation and xp r1 nc w r sought. A r lat d question as to what jobs in xp ri n c d personn l would b hired for was also includ d . I. QUESTIONNAIRE RESULTS Qu stion numb r 15 sought to stablish w t r in th s l ction roe ur prim im ortanc wa lac d upon p rson l charact r1s- tics, . xp r1 nc , due tion, t s tin d vi h l 'f' . 41 s, or ot r qua 1 1cat1ons. Compani s w r as to indicat t . l nk or of r f r nc on th s f ctors on th b a is of first, s con , thi d , n fourth hoic as th . prim s l tion f ctor . A tot l of 76 com ani s answ r d th qu stion in whol or in part. That is, 76 compani s in icat th 1r first r f r n e , whil only 61 . om an1 s th i s on choi c , 58 th ir third choi ,. n 40 th ir fourth choi • Th p r f r nc s w r as follows: 41 wording of all qu stions , and tabulation of individual answ rs to ach question is contain d in App ndic s A nd B. 60 1st 2nd 3rd 4th Choice Choice Choice Choice Personal Characteristics 39 21 9 4 Experience 27 13 12 5 Education 6 22 31 2 Testing Devices 2 4 4 29 Other 2 l 0 0 P rsonal characteristics. It can be r adily disc rned that per- sonal charact ristics ranks as th most important sel ction factor in th employm nt of p rsonn l work rs by th companies surv yed. This is c l arly testifi d to by its r c ipt of 39 first-choic vot s. Th s 39 vot s r pr s nt 51. 3 p r c nt of th . . com an1es answ ring th qu stion. D p nding upon th one ption of what constitut s p r- sonal charact ristics, this factor ould possibly rank som what high r as thos it ms m ntion in th "0th r" c t gory as most important w r common s ns and pot ntial, 2 vot s, ability n xt with 1 vot , and , all four qually im ortant, 2 vot s . Mo t opl woul c rtainly in lud common s ns and bility in th c t gory of p sonal charac t risti s, thus incr asing its im ort nee as a factor 1n company ratings. Personal chara t ristics a lso r i d a r pr s ntativ nu b r of first-pl c ot s as a s con choi , thus incr asing its ov r-all importanc as a s l tion factor. Having stablish d that p rsonal charac teristi s probably carry mor w ight in t s l ection pro c ss than do exp rienc , ducation, and t sting d vie s, it would s m sirable to dw ll at l ngth on 61 some of the personal characteristics sought. Some allusion has al ready been made to the inclusion of common-sense, potential, and ability in the category of personal characteristics. Unfortunately, this is all that can be said on the topic at this point. The exact nature of personal characteristics sought was purposely omitted from the questionnaire becaus of the highly subjectiv nature of th item and the apparent facetiousness of many answers which the question would provoke. Answ rs such as "integrity," "good haract r," "industry," "coop ration," t c t ra, would l nd littl valu to this r port. Th s ar qualiti s which mi ht b sought in almost any situation. Ther - for e , it is int nd to d lay any dis cussion of personal haract ristics d m d n ssary until th discussion on th rsonal int rvi ws wh r in an att m twas m d to dis ov r som of th s chara t r1s- tics. In th m antim it m· ght b dvisabl to r call so of th p r- sonal harac t ristics list t r III. 42 by Mr. Spr i l s d sirabl in Chap- E p . r1 nc l a difficult fa tor to pla ln a r- . t ln osition in th l ction proc ur • Although i . r C l tw nty- s v n first- lac vot s and d finit ly stablish d its lf as an ite whi h many ompan1 s consid r ost i ort nt, it still la d b hin p rsonal charact ristics by n arly 16 p r nt. As con and third hoi it m , ri n c rank b hind duc ation by n arly a two-to-o ratio. On notic abl charact ristic of this it is the 42 Supra, pp. 38- 39. 62 fairly consistent amount of votes experience received in all four pre ference groups. This would indicate that it is probably considered more important than education which r ceived practically no con sideration as a first preference. Further justification of the ranking of experience as the second most important qualification can be em hasiz d by ascribing four points for ea c h first-place vote , thr e points for ach second-plac vot , two points for each third-place vote, and on point for each fourth-plac vot . The results of this m thod would b ar out ranking of personal characteristics, ducation and testing in that . xp r1 n , ord r. This m tho would, how ver, probably narrow th distanc b tw n the it ms in relativ . l ortanc . This probably more clos ly portrays th a tual situ tion as is indi c t d by th two answ rs whi h indicat d that all four ar qually as im ortant. Sin th n w rs to qu tion nu b r 15 in icat that x r1 n 1s th n xt most i art nt s l ction fa tor followin p rsonal ara - t risti s, th n xt st lS to X in what particul r typ s of xp r1- n c ar sought. Two qu stions in th qu stionn i s p c if i a 11 y s k this information. Two oth r qu stions r som what related to it, in that th s que stion dw ll on th loy nt of in xp ri nc d opl • Th first part of qu stion 16, part a , asks for th parti ular typ of . xp r1 nc sought. o m ani s w re giv n th choic of voting in favor of industrial r lations, industrial ng1ne ring, law, psychol ogy, or nam·ng anoth r . They could in icat their answ r simply by h eking any on of th £iv , or by ins rting numb rs to show th ir 6 3 choice . A total of 69 c ompanies answ ered the question. Although a majority of companies responding simply indicated a first choice, sufficient numbers answered by ranking preferences to justify tabu- l ating the results in the following manner: 1st 2nd 3rd 4th Choic Choice Choice Choice Industrial R lations 54 3 2 0 Industrial Engineering 3 2 0 1 Law 2 1 4 0 Psychology 0 4 2 1 Other 10 1 2 0 Th 10 first choic s li t d und r "0th r" w r 7 for busin ss dministr tion, . plant xp r1 n c . und r "0th r " I . ng1n for . ring xp r1 n I nd l for practical M nuf a cturin w s list d s a s con pr f r nc t third pr f r n s w r l for labor law and l for knowl dg of omp ny. It is possibl th t busin ss administra - tion a d l bor l a w m ight b tt r b li t und r du ation rat r than xp r 1 n c . How v r, th · r p l a c m nt nd r xp r1 n is quit cone ivabl and, as this was th way th y w r indicat , th y ar consid r d int is cat gor • Th r can b litt l doubt s to xp r1 nc choi s . Exp . r1 nc in industrial r lations is d cid dly th mor pre rabl typ of back ground. Excluding th m ntion of b sin ss adm.nistration and labor law , th choic for industrial ngine e ring and practi al plant experi- nce might almost b consid re d similar enough in natur to include 64 under one category such as manufacturing and/or engineering experi- ence. One question may arise as to whether industrial relations ex perience deserves the dom:nant position obtained from answers to this question. By indicating a first choice for industrial relations personnel it is implied that new company employees must have ob tained their experience prior to coming to the company answ ring the questionnaire. This would indicate that a majority of companies hire industrial relations personnel primarily from other com anies rather than promoting from within. Th answ rs to qu stion number 20, which shall b dis cuss d n xt, do not s em to bear out this as- sumption. T answ rs to qu stion numb r 20 indicat that a ma- jority of p rsonn l p opl com from ot r d partm nts within a com- pany. Howev r, v ry siz abl nu r of th m do com from oth r ompani s wit p st xp r1 n in industrial r lations. Wit this in m·nd, i may b constru that insofar as part a of qu stion numb r 16 is c o n e rn d , d cid d pr f r n for indus - trial r lations xp r n c is indi at d . How v r, th fact that a spa e is provid d to c c k off answ rs to industrial r lations as an xp r 1 nc factor , w h r as to ans w r if£ r ently would n c ssitat the writing in of t xp r1 c desi r d , som of th answ rs favor - 1ng industrial r lations mig t hav b n forced or at l ast facilitat d by th phrasing of th question. Regardless of this fact, question number 20 in combination wit qu stion number 16 part a clearly in- dicates that exp rience in industrial relations lsewher . or 1n com- 65 pany operations within t e company concerned is the primary experi en e qualifi r·ation. T is w ill become more apparent in the analysis of the answers to question number 20 . Question number 2 0 was divide d into four parts to determ in t e number of pers onne l people with industrial relations experi ence in other companies, t e numb r that had military personnel experi en e, t e number that w re employed dir ctly from school or colleg , and the n mb r w h o am from other depart nts within t e com- pany. Non of th r spon ents m ntion d th pr vious job t p rson ld; th refore, th types of positions th b lk of p rsonnel peopl cam fr o m w as not d termin d . Sixty-n·n diff r nt o pan i s also s ppli d informatio n for this q tio . T n b r of c ompani s r pl ing to a ll p ifi c s ctions of qu s tion O was, ow r, so what l ss t an 69. Si ty-two com a i s answ r d t s ction cone rn wit t nu b r of p rsonn l work rs who had pr vious industrial r lations p r1 n in oth r o p a n1 • T s o pan1 s stat d t at th y a 10 m loy with t i typ of b c k rou • Two o . pan1 s an- sw r d that 100 p r c nt an 30 p r c c o pan1 s , a n anoth r co pany stat of its staff ca fro oth r t at f w, if any, cam fro oth r co pan1 s . t ~ f i ur of 103 mploy s 1 r eli d pon sol ly, it is i nt that this ate gory- - p ople wit pr ious ind us - trial r lations exp r1 . C --lS t s con larg st group . Th largest group is that of work rs who c a fro oth r d part ts within t e c ompany. 66 Fifty-two companies answered the section concerned with per sonnel people w ho had received their personnel experience w hil e in the military service. These companies listed 4 such people, with one company estimating that 10 per cent of their staff cam from this source. Fifty-thr e companies answered the section concerned with people employed directly from s chools or colleges. T hirty- eight people with this background were list d as personn l workers , with two compani s stimating that 90 p r nt of th ir staff fall into this category. Particularly noteworthy of this group is th fact that it accounts for th small st num r of p rsonn l workers, possibly indi cating that som typ of . xp r1 nc lS sir d b for mbarking upon p rsonn l work. Fifty-nin compani s answ r d th s ction con rn d with p r- sonn l p opl w no ca from jobs i ot r partm nts of th om- pany. H r l p opl w r m ntion d as aving this typ of back- ground . In ddition, thr omp n1 s ti at d that l O O p r c n t of its work rs cam from this ourc , noth r st t d that 25 p r c nt of its p opl am f rom this sourc , and a oth r stat d that 10 p r nt cam from this sourc e. This l tt r co any furth r stat d that majority of thes p ople am from producti n d part nts nd sup rvisory groups with some also from th ng1n ring and t h c - counting partm nts. To put this in p re ntag form , it app ars that 34 p r c nt of t e personn l work rs in thes 69 compani s had pr vious industrial 67 r elations experience within the company. The number of personnel p eople who came from other departments within the companies ac c ounts for 40 per cent of the total . T ese two cat gories combined ac c ounted f o r better than 74 per cent of the personnel employees in these companies . The remaining 6 per cent are divided more e qually among people w o had military personnel exp ri n and w h o entered personnel work directly from school or coll g . The f o l lowing simpl table will help to clarify these findings: Previous industrial relations . xper1enc • th r exp r1 n in th company Military p rsonn l xp r1 n No xp r1 n Compani s Answ ring 6 59 5 53 Numb r of peopl 10 124 44 3 Th list of jobs h ld prior to try into th p rsonn l part- m nt was not ask d for ·n th qu stion. Som compan1 s c os to volunte r this information. T h mpl t br ak own of all positions list d may b found in App ndi B. A sum ary of this li t r l cts that a majority of p rsonn l work rs w o cam f ro oth r d part- m nts in th compan y ha g n rally b n i production or sup r- visory positions prior to t h ir ntry into p rson n l work. As pr viously m tion d, two oth r qu stions w r r elat d to t e exp ri nee qualification so they shall b d alt with her befor going on to conside r e duc ation. uestion numb r 13 ask d wheth r c ompanies hired industrial r lations p rsonn l who ad no experienc 68 in any phase of their company's operations. Companies were given a choice of three answers: frequently, rarely, and never. Seventy companies answered this question in th following manner: Frequently Rarely Never 33 31 6 Therefore, 53 per cent of the companies answering r pli d that t h y hire inexp ri n c d p rsonn l rar ly or n ver. This pr - sents a rather strong cas against the inexperienc d person. How- ever, there ar oth r fa tors that mak this ase against th . ln X- per1 n c d person v n strong r. T fact that 16 com an1 s fail d to answ r this qu stion, and th s 16 compani s by th ir answ rs to oth r qu stions could b xp t to a n sw r n v r Ol' rar ly. This would in r as th total p r e nt g of "n v r" and "rar ly" answ rs. This still l av s a si abl numb r o f ompan1 s, 33 to b x a t, which answ r tha t h y f r qu ntly h. r p opl with o x- p r1 n int ir company's op r tions. To jud g th importanc of t h i group prop rly, it is ne ssary to look at th answ rs to qu stion 43 numb r 14. In t his qu stion, compan1 s w r ask d for what posi- tions t h y 1r . 1n xp r1 n d p r s onn l. O nly t hos ntion d mor t an on will b dis cuss d h r . T h list of positions m e ntion d mor t an one follows: B. 3 For complete listing of th s positions, xam1n Appendix 69 Position Number of Times Mentioned Clerical Personnel Assistants Interviewer Job Analysts Trainee age and Salary Administrative Assistants Labor R lations Assistants Plant Safety Personn l R search 32 14 13 7 5 4 4 3 Eig ty-four compan1 s r pli d to this question, 15 of which repli d that they hir no in xp ri nc d p rsonn l for positions. Th position m ntioned most fr qu ntly was cl rical with 32 vot s. S eral of th s compani s which, in question 13 r pli d that th y hir inexp ri nc d p rsonn l fr q ntly, list d in qu stion 14 only l ri cal positions. Difficulty is now en ount r d ind t rmining th valu of th s c l rical positions list d in th qu stionnaire. It was t h original int nt to limina strictly cl rical job fro cons1 ration in this projec t. It is con ivabl , ow v r, t at som . compan1 s may hir cle ri cal p opl who will p rform minor p rsonn l duties, ventually advancing into or responsibl positions in th p rsonn l department. If all the clerical p ople m ntioned in qu stion 14 should fall into this category, then th s positions could truly be called beginning 70 personnel jobs, and t ~e 33 compani s who frequently hire inexperi enced people would be a valid measure. On the ot er hand, if some of all of these c l rical positions do not entail the performance of any personnel functions , then counting these people in a final tabulation of results is misleading. In addition, the number of companies which frequently hire inexperienced personn l for actual p e rsonnel jobs would b e substantially reduc d. As there is no way of determining the exac t m anings of th s answ rs to questions 13 and 14 r egarding c l rical jobs, any att mpt to ov r- m hasiz th importanc of these answ rs should b k pt to am n1mum. No doubt it can b as sum d t at th tru ans w r li s som w r in th middl . Anoth r q lific tion soug in t s 1 ction proc s s to b dis uss h r 1s du ation. T qu stionnair contain d two qu stio n dir ctly con _ rn d wit this qualif·cation. Th s cond half of qu stion numb r 16 a k d for information on rning pr f r n s in t typ of r sought. Qu stion 17 sk d for particular cours s which t answ r1n comp 1 s d n ssary or d sirabl but not n ssary or p rsonn l work. At this oint a q stion may ari and sine it may w ll p rtain to ot r it m 1 t r, d b st b s ttl d . Th proble is that a c h of th s factors ay shift its w ight or chang in r lativ importanc p ndin on w at th sp cific position in Industrial R lations is b ing consid red. For xampl , 1n s king a psychologist to administ r a testing pro g r am, it is quit cone ivabl that education would b con sid r d a mor important factor than in s king an intervi wer for 71 technical or highly skilled workers. In this latter instance, technical experi nee may b e considered of prim importance because of the need for familiarity with the skills required. For the purpos e of this analysis, however , it is intended to present company practices in the light of general practices rather than spe ific instances. Recognition must be given, owever, to t h fact that those individuals answering t e questions may frame their answers at time s in light of spe c ific situations rather than g neral practic s. Only 6 companies indicated that ducation would r c iv prim importanc e as a sel ction factor in 1r1ng personn l people. It can be as sum d, th refor , that v ry rar ly is ducation given first con sid ration . How v r, as both a s cond and t ird pr f r nc , duca- tion r iv d mor vot s t an th oth r two f tors. H nee, it may b con lu d that du ation, althoug not th pr1 a ry s l ction factor, 1s d finit ly an i portant it mint p rsonn l. s l ction of industrial r l tions In p rt b of qu s tio 16 , c m an1 s w r s k d to indicat by numb rs th ir choi in du ational b a kground . Spac was provi d d for both Bach lor' s and adv n c d degr s n P rsonn l, G ral Busin ss Administ r a tio n , Ind str·a1 Manag 1. nt, Psyc ology, Law, and oth r c oic s . v nty-two co pa i s indicat d t . . ir C Ol C as to educational bac kground. in ty-thr e first c oi c es w r liste d . Th r ason for th discr panc y b tw n first choic s and th numb r of ompani s which answer d is t at tw nty-one compani s gave th ir pr f renc es for Bach lor' s d gr s and t h n also for advanc d d - 72 grees, thereby necessitating a double count in these two instances. On the basis of first preference s alone, a Bachelor's degree in Personnel Administration was the first choice of ove r one-half of the answering companies. This can be seen in the rank order breakdown shown in the simple table below. T he "Other" degrees which w re mentioned as first choices were Bachelor's degrees in Lib ral Arts five tim s, Engine ring or Science three tim s , and Accounting . An advanc d degre in En- gineering or Sci e nc was also s l ct d thr tim s. It is also int r- esting to note that a Bachelor's d gr in Social Sci nee, Industrial Psychology, Labor R lations, and two advan ed d gr s in Public Administration and one in Engin ring w r e also list hoi c in th "0th r" fie l ds . First C 01c e . . p rsonn l Administration 39 G n ral Bu in s A d inistration 1 Other 9 Industrial Manag m nt 7 Psychology Law 3 as s cond Rank 1 2 3 5 6 Advanced Degre e : Personnel Administration Law Other Psychology Industrial Management General B siness Administration First Choice 11 3 3 3 2 1 Rank 7 8 9 10 11 12 73 The comparative rankings of differ nt edu cational backgrounds is easily discerned from the foregoing table. But this ranking of pref r n s is bas d upon first choic s only. For a mor accurat vi w of choic s as a w hol it i w ll to also consid r th s c ond , third, and fourth pr f r n c s list d . A simpl v1c to accomplish this is th assignm nt of so many points for a h pr f r n c . Having six choic s, six points ar assign d for a h first choi c list d, £iv po1n s for s cond , four points for third, thr points for fourth , two points for fifth, and on ranking is show n in t point or sixth. On this basi , th com osit tabl on th following pag . By this m thod, a B a c h lor' s d gre in P rsonn l Administra- tio n still r mains fa r abov all oth r d gr as a p r f rr d qualifi- cation. Th o nly hang s made und r this m tho d ar in r gard to third, fourth, and fifth pr f r nces , and also ighth, t enth, and el v nth. Th se changes are not too drastic, although this m e thod do s prevent a stronger argument in favor of Personnel, Business Administation, or Industria l Manageme n t educ at · anal backgrounds for personnel work. Bachelor's Degree: Personnel Administration General Business Administration Industrial Management Psychology Law 0th r Advanced Degre : Personn l Administration G n ral B usin ss Administration Industrial M nag Psychology Law 0th r nt Total Points 305 287 246 144 103 71 80 66 60 53 4 9 Rank 1 2 3 4 5 6 7 8 9 10 ll 12 74 Two it ms stand o t pr o inat ly over all oth rs int e con- sid ration of t h data obtain d fr o h s nsw rs to part a of qu s- tion 16. T h first , and possibly not too s rprising , has alr ady b n m ntion d . T at is , th phasis accord d to a Bachelor's d gr i P rsonn l A ministration. T h second revelation is, ow- V r, SO what of a surpris • T hat is th poor showing of a dvanced degre . S 1n d ational pr fe r nces . No matter whic met o d is us d to d termine the rank or d r of choi e , Bachelor's degrees in all areas out-rank ven the hig est ranking advanced degree . Th exception to 75 this is under the first method wherein a Bachelor's degree in Engi neering or Science received three first place votes . This finding certainly appears paradoxical especially in view of the comparative s arcity and competition for personnel positions, and the belief that an advanced degree gives one a selection advantage over the holder of a Bachelor's degree. Two conclusions are advanced as explanations of this prefer n ee for Bachelor's degr es. First, perhaps the MBA degree is r egard d as one held by individuals who id th ir und rgra uat work in oth r fields, such as marketing, t cet ra. Th s p ople . . ng1ne e r1ng, may be less soug t after for p rsonn l work than for oth r a minis trative positions. S cond, and unr lat d to th first , it may b that som compan1 s do not wish to pay th salary for p rsonn l work t ey think a hol r of an advan d r sho ld rec iv • 4 Ou stion nu r 17 ask c o pan1 s to list cours s th y d ed necessary or desirabl , but not n c ssary, for industrial r lations work. Only 23 compani s contribut d info ation on th first s ction of this qu stion, an 20 to t h s ond. Th n mb r of istinctly dif ferent cours s list d as nee sary wa s 27 and th number of cours s deem d to be desirable b ut not n c ssary total d O. One again th complete listings of all cours s m ntion will b fo din App n dix B. T necessary cours s na d at l ast twi c e w r : 44 Infra, p. 96 for th opinion of a training director in one of th companies inte rviewed on holde rs of advance d grees. Course Labor Relations Industrial Relations Statistics Personnel Administration Psychology Accounting Unemployment Law Self-Expression (Spe ch, English Economics Wages and Salary Administration Labor Law Busin ss Law Human R lations Social Sci nc s T sting Int rvi wing Wage and Salary Job Evaluation Workman's Comp nsation Industrial Engin Writing) 76 Times Mentioned 12 8 7 7 6 6 5 5 5 4 4 4 3 3 3 2 M entioned only one were ours s in sociology, collectiv bar gaining, mathe atics, sup rvision, industrial management, factory management, logic, and grievance procedures. This listing of courses requires little comment other than pos- 77 sibly the surprisingly high ranking of labor and industrial relations, while personnel administration and human relations received some what less preference than might be expected . This might indicate that some companies prefer a man whos e education has b een aimed at an understanding of union-management problems, and settling them rathe r than the man who has develope d only the technical "know how" of personnel and an understanding of why people behave as they do. More than likely all four of th s abiliti s are desired , but ther is a strong emphasis on th two form r on s. Prefer n c es for cours s de m d d sirabl but not n essary followed a sim"lar patt rn, xc pt that s v ral diff rent cours s w r m ntion d . Int r stingly nough was th fa c t that one again labor r lations was at th top oft list wit 10 vot s altho gh this tim it had to shar top honor with st tistics with 8 vot s . In this list publi sp aking an English w r list s parat ly as w r writing and busin ss corr spond n • Had all of t s cours s b grou p d nd r t h h a ing of s lf - pr s 10n, a was on in th "n c s sary" list, it wo l hav b n th o t pr f rr d subj c t n grouping. reflects th T di££ r n c in handling th s ubj cts on th two lists mann r 1n w ich c o pani s answ r d t h qu stion. R - gardl ss of th m thod of han ling t h cours s it m st b r cogn1z d that th pow r of s l f - xpr ssion and an ability to communicat with others ith r v rbally or in writing ar consid re ighly important qualifications in a p rsonn l work r. 78 II. LETTER FINDINGS Fif t een companies chose to reply to th request for information on their s election and training procedures of industrial relations personnel by writing lette rs xplaining the system and organization within their particular companies. Seven of these com anies replie d that, owing to the size or nature of their organization, an in ustrial r elations or personnel e part nt was ith r non-exist nt or too s all to w rrant an xt ns1v s l ctio and training procedur • Many of these companies , which d i d h a ve a personn l d e artment, wer e staffe by a Personnel Manag r , P rsonn l Assistant, a S er tary, a on to o r clerks . On company h d a staff f l v n p o pl (inclu in on s r t ry n d fiv c l r s) but th turn ov r was ra ti ally non- xist nt, li ·natin th ir n d for selection and training pro e r s . Th chi f ontributio 1s th f c t that th y ha no ad by thes comp an1 s to this surv y l ctio n n d/or tr 1n1n pro dur s . Reco gnition of this fa c t is n ssary wh n x n1n in ustrial r lations ractices in th aggr at . In y consi d ration o th aggr at it is i portant not only to k . p 1n n th nu b r of co an1 s whi c h r c one rned with s l tio n n d tr 1n1n ro r and th proc dur s th e y follow, but it is ·ust as i portant to b e mindful of th ma y co panies whi c h o not cone rn th with the selctio ~1. and trainin of personnel p opl • s lv s Th r emaining ei ht c o panies r s ponding by l tt rs w re all s 79 large enough in size to warrant large industrial relations or person nel departments. None of these companies, however, had training programs in industrial relations, as such. In addition, their depart ments were staffed primarily by people who had been moved into or promoted to these positions from other areas of the company. A large percentage of these peopl appeared to have moved into this department principally from supervisory and production positions within the organization. More will b said about s lection and train ing in thes organizations in Chapt r VII. In conn ction with th s le tion and th qualiti s ought for industrial r lations p rsonnel, t h com nts of an Industrial R ela- tions Manag r of a fairly larg lo c al anuf a turing co pany ar particularly not worthy. In his l tt r h point d out that n ith r h nor his P rsonnel As istant had any formal i ustrial r lations du cation or trainin in this fi l d prior to joining th ir company in th s capaciti s. On th sa subj t anoth r Industr'al R lations Dir tor of a larg na ional a uf acturing om any wrot : Th sp cifications for mploye s in Industrial R lations d p n , to a gr at xt nt, upon th philosophy of th company, its siz , typ of industry, and th p c'fic organi ~ation of th d partm nt. It may also d p d upon th &alifications of the peopl curr ntly working in t at d partment. H e furth r wrot that: I b li ve you will find that th b st curr nt thought on t s l - tion or training of p opl in In ustrial R 0 lations or any oth r phas 45 Th author desires to r main anonymous . Suffi e it to say that he is the Industrial R lations Director of a California Division of the nation's larg st manufacturer in its field. 80 of business life is to have, if possible, not one total program, nor even one program for each functional group of employees, but rather an individual program for each individual person tailor made to use to the maximum is abilities and xperi nces and to provide the opportunities for additional necessary experiences and trainini to properly qualify the individual for probable promo tions. 4 III. SUMMA RY Prior to dis us sing th information secured from personnel intervi ws on this subject, it m ig t b w ll to summar1z or consoli dat som of the major points ontain d in th qu tionnair and ac companying l tters. In onsi d ring th diff r nt r qu1r m nts d em n c ssary for the s l e ction and mploy nt of industrial relations or p rsonn l p opl , d finit ho· c w giv n to p rsonal charac t ristics s th ost important s l tion facto r. xp r1 nc , ducation, a testing d vi s follow d in that ord r. Th distribution of pr f r nc s and com ents ad int qu stionnair indicat t at all four fa tors w r necessary to om d gr tion ge n rally n c sit t d thr • • nsid r tion of any on qual.fica - imultan ous consid ration of th oth r No att mpt is mad at t is poin t to d termin particular p r- sonal haract ristics sought. Thi s subj c t will b handl thoroughly in hapt r V durin th terviews that w r conduct scu sion of th r sults of th p rsonal in- • . By a fairly larg margin, pr v1ous xp r1 nc in Industrial R - 81 lations was indicated as the most desirable. Following this was ex perience in some type of operations within t e company. When an swering the question as to where their industrial relations p rsonnel came from, it is interesting to note that the largest group came from other departments within the company. The second largest group came from other industrial relations positions within oth r compani s. This might indicate that while industrial relations experience is most desirable, in actual practice the greater amount of people in this field hav had differ nt backgroun s--some with previous . xp r1 nee in oth r compani s- - and oth rs with xp ri n within a ompany. Most of this group cam from sup rvisory or op rating positions. Th small st group r pr s nt d in industrial r lati ns d partments was that roup of p o pl mploy ir ctly fr om school or coll with no pr vious . xp r1 nc of any typ • W l l ov r on - ha of th ompani s r plyi in icat d th t t h y rar ly or n v r mploy p opl for industrial r lati ons positions who hav had no xp r1 nc in any o th compa y's op rations. Thos compan1 s whi h di loy in p r1 nc personn l hir d t m most fr qu ntly for l rical positions. Wh th r th s cl rical positions could b inclu within t r alm £ bo a £id p rsonn l positions is op n to onJ ctur • Th e ucational ba kground most fre qu ntly sought was a Bach lor• s d gre in P rsonn 1 Adm'nistration. Bachelor's d gr es in Gen ral Busin ss A dministration, Industrial M nag m nt, Psycho logy and Law follow d in that ord r. Particularly significant was the 82 fact that very few companies seemed to prefer people with advanced degrees. Educational courses deemed necessary and desirable included Labor and Industrial Relations cours es whic h is surprising. Of sig nificance was the fact that Labor Relations was mentioned most fre quently as both a necessary and desirable but not necessary course. Courses developing pow rs of self-expression also received con siderable em hasis, indicating that compani s se k peopl who ar not only well-v rsed in p r onn l practic s and procedur s but who also hav the ability to und rstand p ople and communicat with th m. T h c i f valu of th inform tion in d through l tt rs fro th comp n i s includ d in thi ur y 1s t e fa t t at any ompan1es hav ith r a com arativ ly small p rsonn l part nt or on at all. Th omp s xpr ss littl . l y on rn o r l tion proc dur s b aus of th low turn-ov r ra and th small numb r of p opl involv • S v r l of t c o pan1 s w h i ch w r larg ough l d p rt nts indi cat d that t ir principl to support si abl p rso s ourc of p opl was ro t r d partm nts w·t in th ompany. Sup rvisory or o p ra ional xp r1enc a d knowl g of the com any and its polici s wer r t d high . Ability for and int r st i indus trial r lations work w r a lso conc o ·tant fa tors in th s l ection pro c dur . CHAPTER V INTERVIEW FINDINGS ON EMPLOYMENT FACTORS Presentation of the information gained from personal inter views will not be as statistical in nature as it was for the informa- tion r eceived in answers to questionnair s. There are several reasons for this. First, the information received through inter views will be used only as a supplement to th questionnaire data. As a supplement, th information in this hapt r and in Chapt r VII will be used to str ngth n, w ak n, modify, or clarify some of the information r ceiv d from questionnaires. S condly, th r ason for a less statistical approa his b aus of th small numb r of com- pani s involv din th int rvi w proc ss- - l n in all. Lastly, th int rvi w procedur d to b vari d from company to co pany, makin difficult a st tist· cal pr s ntation o data . S v r l of th compan1 s whic w r ontact d for int rvi w appointm nts d sir d to compl t . Vl t l p on qu stionn ir s lik th on s us in th mail sur y , xplainin t 1r nsw rs to q stions in mor d tail. Som ompan1 s pr f rred not to ans w r all but some of th qu stions includ d in th qu stionnair • In oth r instanc , the qu stionnair was us d as a heck-list for th inte r i w, b t many qu stions wer not answ r d in a dir ct mann r w hich woul p rmit br aking th answ rs down into sp cific 'y s" or "no" cat gori s . B for pr s nting the answ rs to sp cific qu stions, two oth r obs rvations ar mention d , bot of w ich s ould be useful in evalu- 84 ating the information contained in this chapter. These observations apply to the questionnaire data as well as the information secured by interviews. Of the eleven companies interviewed, very few frequently hired personnel people directly from school or college. What is more im portant is the fact that only two companies employed people directly from college with any sort of regular frequency. Even in these two companies the regular employing was accomplished on a national basis, and it by no m ans approach d proportions wh r by all r- sonnel people in th many personnel b ranch s nt red t p rsonnel department via this route. Local op rating units still maintained con siderabl fr dom in filling lo al p rsonn 1 v canci s in a manner diff ring from the national poli c y . Th s ond obs rvation w hich will b di c ss d or fully in th analysis of qu stion numb r O (wh r p r onn l p opl com from) is t fa t that although compa i s do o ccasionally tur to coll g s for p rsonn l r pla nts, th b lk of th p opl . ln p r- sonn l departm nts om f rom oth r o pa i s or from oth r jobs within t e organi ation it s lf. This obs rvation is not d h r to l nd mp asis to th importanc of k ping th s points in m ind w il perusing t an w rs to sp cific qu stions. It is just as important to b ar in m·nd the broad range from which p rsonnel workers ar tak n . The answers to sp cific qu stions v ry oft n apply to all these personn l p opl and not j st those who have pr pared for per sonnel work in college . 85 I. GENERAL PREFERENC::ES Personal characteristics. Personal characteristics of the per- son being considered for a personnel position maintained first place preference as a selection factor in the companies interviewed as well as those compani s surveyed by the questionnaire. Although p r sonal characteristics was not th first choic of all compani s, it did receive a majority of first-choic votes. S v ral compani s went beyond giving p rsonal charact ristics first pr fer nc as a selection factor and str ss d t his f ctor as b ing the d termining on • One company m ntioned that p rsonal charac t ristics w r a r quir m nt rath r t an just a w i ght d s l ction factor. If, int 1s company, th p rsonal haract risti s of th prosp ctiv ploy w r d m d to b s tis£ ctory for p r onn l work, t n duc ation and . xp r1 n c m1 ht b con id r d as a i s to akin a fi al d lSlO • Anoth r company said tha t d u c ation and xp r1 nc w r finit ly h lpful in p rsonn l work, bu t f tor c ould only b consid r d if t p rsonal h r a t risti o th applicant w r ri ht. A t ird company stat d if an applicant was adj u ged to hav the prop r p r- sonal characteristics, th ompany could n supply th p rson with th prop r edu ation nd . x p r1 for t h job . A fourth company gave ability to g t along with p opl xtrove rt typ -- as first choic und r t h "oth r cat gory." In t his s l ction personal characteristics re c eived fourth place choic . As m ntion d previously, not all compani s wer in full agr e- 86 ment as to the exact value of personal characteristics as a selection factor, but it is evident that better than a majority of the companies surveyed consider it to be either of prime importance or equal in weight to other selection factors. It might be well to m e ntion here that experience was only three votes behind being e qual to or ahead of personal characteristics. In attempting to discover what personal characteristi c s were looked for , interviewees w r given a £re rein in listing haracteris tics in any manner th yd sir d . N d l ss to say, som characteris tics w re m ntioned mor than one • No attempt was made to rank thes pr fe r n c es in any mann r b as d u pon th number of tim s eac h chara c t ristic was m ention d . At th risk of som r p e tition in pr f r n s and shad s of m anings , th following list of charac- t ristics ar m ntion d in as c los a mann r as possibl to th exa c t h d . . . 4 7 way t y w r wor 1n int r v1 w • 4 7 Ability to g t long with p opl Int grity -- on st wit p opl G nuine f ling fo r p opl - -warm h S lfl ssn s Forceful Dir ct Driv A gg r ss1v Supra, pp . 38 and 39 . Good work habits Impressive--not overly--don't talk to people Ability to live with frustration Potential Desire to go all the way in th company Human objectivity Personality Personable appearance Obviously int lligent Logical and clear thinking- -not just bright M ntal ability R asoning pow r Brains, t mp ram nt and pot ntial Research-mind d Sal smanship Ability to sp ak w 11 A philosophy and ttitud for th good of th company Ability to ma d c1s1ons Objectivity in d cision-making 87 Wit the xc ption of s veral manag rial abilities m ntion d in Professor Spri gel's list of qualification in Chapter I which ar omitted in this list, t list v ry clos ly r s mbles t l ,e one developed by Professor Spri gel in consultation wit businessmen. This is an indication that there is some consensus among businessm non what characteristics ar needed in the successful personnel administrator. 88 One item does appear in this list which does not appear in the one in Chapter III. B cause of the frequency of its appearance, a special note is taken of it at this tim • This item is the ability to liv with frustration. In a field which must deal extensively with human beings while acting within the best interests of managem nt, this item de serves special consideration as an important characteristic needed in a good industrial relations administrator. Education and exper1en • T he ranking of education and ex- perience was reversed in the interview procedure from the ranking obtained from the questionnair • It will b rem mbered that th questionnair results s ow d xp r1 nc to rank b hind p rsonal characteristics wit ducation last. 48 T i pr f r n for ducation and exp ri nc was just r rs d in th int rvi w findings. Th r may well be a possibl xplan tion for t is r v rs l of findin s . Int e first plac , th compani s parti ipati g in th int rvi ws all xpressed a strong int r st in progr ssiv Ind strial R lations as evid n e ed by t ir activ participation in p rsonn l and in industrial r lations organi ation as w ll s b in activ . l ar1ou h mb rs of Comm re asp cts of t is fi ld. T hi s ould possibly b an indication t at t . mor progr ss1v company is in th fi l d of Industrial R lations, the more mph sis th y t nd to plac upon ducation as a selection factor. In t analysis of qu stion O, which s all be ex- plained lat r in this chapter , this finding is substantiat d to som d - 48 Supra, p. 6 O. 89 degree as the number of people employed directly from school or college in these companies interview ed is relatively larger than the number employed directly from allege in the compani s responding to the que stionnaire. Although thi s point is worthy of consideration, it might well b e that the change in importance of education and expe rienc e as selection factors is purely coincidental. T his could b e atlested to by the fact t hat there definitely exists an inconsistency of pra tice from com- pany to ompany w en w onsid r companies individuall y rather t han group them to obtain majority opinions. II. SPECIFIC PREFERENCES Types of exp sought. As in th . . compan1 s answ ering th que stionnair , t com ani s int rvi w d again indicat d indus- trial relation trial r lations . xp r1 n as t h mo t avorabl typ • N xt to in us- xp r1 nc , t m st favorab l typ of . xp r1 nc g n rally d p nd d upon t n tur of t comp ny' s op r a tions. om knowl dg of produ tion w oft n d m d desirabl , if not nee ssary. Engin ring xp ri nc was also m ntion d as sirable in som instanc s . How v r, as will b not d lat r on in t is chap t r 1 th r e w a f requ ntly voic d an o pposition to hiring a mari into Industrial R e lations w o ha d v loped an ngin e ring type of m'nd . One company indicat d t at its first pref r n c as to xpe r1 nc was a knowledg of the com any's personality and soci ty r gardless of wher t is was obtained . 90 The answers to this question did help to clarify one of the pro blems raised by the answers to the sam question in the question naire survey. 49 It may b recalled that in t he questionnaire survey, industrial relations experience was more frequently sought; yet, in actual practice companies promoted more men to personnel posts from within the company than from p e rsonnel positions outside th company. In the intervi w it was discovered that although companies preferred to take me from other jobs in the company into the person nel departm nt, t se m n so promote w r d med to have gain d industrial relations . xp r1 enc in their oth r op rations • Particular- ly in th case of lin up rvi ory p rsonn l and produc tion p ople , it was asc rtain d t hat th s p opl ha gain d valuable industrial r - latio s xper1 nc at th point of day-to-day application of p rsonn l polici s. From his obs rvatio 1 c n b d t rm1n d th t althou h indus- t ria l r lation s xp r1 n is not n rally pr £err d, this . xp r1 nc n d not b o t h typ that c b gain onl t rou h pr viou work in p rsonn l d partm t. Mor than lik ly, wh n comp 1 s us t i r asoning in t h prom tion of m e n to p rsonn l po itions, t h personal chara t risti c s of t ma a r o sid r d v ry clos ly a long wit th typ of xp r1 nc h has gain din th com any. Of cours , th ans w r to this qu stion on th type of . xp r1 n sought could also r fl ct t h thinking of p rsonn l n as to how th y would prefe r to hir e . In a ctuality, im ediate ne s and budgetary 49 Supra , p. 6 3. 91 c on siderations may f o r c e them into following a different pattern; that is , hiring personnel people who have not had any previous experience or training in Industrial Relations from other departments in the com- pany. In indicating the immediate sources of th companies' indus trial relations personnel, the t w o largest sourc s wer from depart- ments within th company, and from industrial r lations . xper1enc in other companies . T his is the same ord r of preference found in h t . . SO A . bl t e qu s 1onna1re surv y . not1c a differ nee , how ver , in t e two rankings did occur in t h e c as of the inexperienced college group. Int questionnair surv y, t his group ac ounted for th l ast numb r of employ s in p rsonnel d partments . In th inter vi w sur y , t is roup was third larg st in s iz , ranking a ad of p rsonn l p opl wit military p rsonn l xper1 nee . T h following tabl w ill s ow t h isp rsion of p rsonn l backg rounds in compani s intervi w d: Pr vious in ustrial xp r 1 nc (oth r compa 1 s) t r xp r1 n c int e company No xp rien e--dir ct f rom school Military p rsonnel . xp r1 nee 50 Supra, p . 6 7. Compani Answ · 10 9 9 8 Numb r of P ople 35 6 3 1 9 92 It c ould possibly be argued t 1 at the group employed directly from school would naturally be larger in size as more companies gave answers to this question. However, the large difference in the number of people more than compensates for the small difference in the number of companies answering. Therefore, it is safe to say that t e college group with no experienc e is more frequently sought in the companies interviewed than in the companies replying to the questionnaire, when th two groups are taken as a whole. M ntion has alr ady b n ad of possibl r asons for this di££ renc ls - where in this chapt r. No furthe r discussion of this ite m will b undertak n h re. Pr vious xp r 1 nc in production and sup rvisory jobs a c count d for th larg st umb r of p opl w o mov d into personn l posts f rom oth r d partm nts in th ompan . Although p rsonn l p opl wit bac k roun oth r t han th s e w r disco r d in t h c o pa i s int rvi w d, th ccount d for a small p rcentag of th total num r of p opl • Ch c o a y' p rso l dir ctor ·ndi at d t h a xp r1 n wi h an mploym nt a g ncy pro id s a good ba k round and a ood ntry m ediu or a n w p r s o n 1 l worker. T his sugg s- tion may b wort y of on id ration by s tud nts cont m lating p r sonn l work. Employm nt o in rsonn l. Th r w r only two --------------------- companies w h i h prof ss e d to hir e wit any sort of fr qu n y p r sonnel p opl who had no pr evious xp r1 n c in any phase of th ir company's operations. Of th s two compani s, on indicated that 93 the placement of people into personnel positions was divided about equally between inexperienced and experienced people. T he other company hired inexperienced people in a larger ration. Both com panies, however, indicated that openings for personnel jobs did not occur frequently. When such openings did occur then inexperienced people were frequently hired. All othe r companies said t hey rarely or never hired inexperi enced employe s. T his bears out t questionnaire findings on this t · 5 l S l . l . d th th . . -same que s 10n. ev ra compan1 s proc aim at 1nexper1- n e ed person would only b hire d if h poss ss d sp cial skills which the company was s eking. Some of t h s compani s indicated that psychologists for t sting might fall into this category. th r com- pan1 s iring 1n xp r1 n c d p opl r ar ly or not at all attribute t h ir r ason to a low turn-av r among mploye s in th p rsonn l departm t. This r m rk wa fr qu tly ncount r d during t . 1n- tervi ws. Th indications ar that p rsonn l jobs ar scare ; th y ar hi hl y sought aft r by work rs nd p opl in p rsonn l position tend to b mor or l ss p rma n c ompany w hich ha t . v r hir d an inexp r1 n c d man was cont mplating doing so in t n ar futur • In thi instan , th co pany r cogn1z t e possibl pot ntial of a man w h o had a c ad mic lly pr par d hims lf for industrial r lations work. By giving this man all-aroun training in p rsonn l, it wa f lt that t y a rs f rom now 51 Supra, p. 68. 94 they would have a valuable man. To date, this program has not b een undertaken. Beginning personnel jobs for the inexperienced . Th job of personnel assistants was the one m entioned most f requently as a job into w hich a company would cons ider hiring an inexperienced p rson. The only other positions mention d mor than once as possibl be ginning jobs for inexp ri nc d p ople w r interviewers, job analysts , and cl rical. Statisticians and labor r lation assistants w r m n tioned as other possibilities . Th val u of starting a work r out as a job analyst as already b n m ntion d in Chapt r III. An int r viewer could possibl y l arn m h th sam things as a job analyst. Th s findings ompar r t r favor ably with t os of th questionnair sur 5 y. Som of th com ani s int rvi w m n- tione d l rical jobs s a b inning po it· o , but w h n qu stion fur - t er by t aut or th s compan1 ga a more d finit . a s w r, 1n- di cating t a som of t c l rical job ntion d in th qu stionnaires may, in fa c t , b bona £id p r onn l positions of low r l v l, b aring th nam of p rsonn l c l rk. Two compani s in th inter i w survey indi at d that a majo- rity of t ir personn l wor: rs c e f rom c l r ical jobs which w r not of a p rsonn l natur • In bot of th s compani s t h mov ment bot into and wit in t p rsonn l partm nt a pp ared to b a rath r slow pro c ss ntailing many y a rs of s niority. Furth r r f r nc 52 Supra, p. 69. 95 shall be made to one of these companies in the following paragraphs on education. Education preferences. Educational preferences followed the same general pattern in those com anies interviewed as in the com- . l . th t. . 5 3 T h pan1es rep y1ng to e surv y ques 1onna1re. re were some slight changes in order of preference among th lower rank d pre ference s, but thes w e r too slight to warrant any discussion of t m here. All ar as of edu ation wer thought to b valuabl assets to personnel e ploy s. Law and psyc hology w r e particularly m n tioned as som tim s b ing d sirable backgrounds although not n ces sarily ss nti l. For pecific jobs within Industrial R lation s , pr - f r nc s w r indi at d for c rtain due tional ba k groun s. For t ov rall pict r , 1 ow v r, Bae lor's D gr in P rsonn l or G neral Busin s Adm·n· stra ion w r d m d to b ost pr f rabl t hat is, if t h p rson had t h p rsonal charac t ristic s b ing soug t. Although s ral compan i indi c t d psychology as b ing a d sir d ba k g round, th· s pr e f r nc" was g n rally m--- in r gard to p opl for psychol gi al t sting only, or to p opl with just a g n ral background in psyc ology. At l east on compa y tho g t t at t psychology major would not b realisti nough for ov rall p rsonn l work. As a proof of thi s thinking , it wa s not d that on of th com- panies int rview had a psychology major with one ye r' s training as a psychiatrist in an important p rsonnel position. Sev ral companies 53 Supra, pp. 72-73. 96 also indicated that engineers too often lack t e human approach to be effe tive personnel dir ctors . Once again there was a lack of preference for holders of ad vanced degrees. One compa y thoug t that a holder of an M. B. A. degree might be desirabl . Several compani s had no particular pre ference, but thought t at a advan ed degree mig t be obtain d at nig t s chool while the employee was on the job. At least on com pany spe ifi c ally dis riminated against t e older of an advanc ed de- gr on th grounds that su h peopl too oft n lack judg and r ly sol ly upo books for th a swers to probl ms. t, ability, il this wast only ompany whi c spok o tin this manner against holders of advan d d g r s, a f ling of pr judi c against suc h peopl . 1n s v ral oth r o a 1 was t ec t e d. T Indu stri l R lations Dire tor of on of th c o pan1 s n- tio d arli r s rio ly doubt V th n d for a Ba lor's d - r i a p rsonn l work r. Int i 0 any this stat m t may v r y w ll b r was o ffi liat n10 · n t h pla t to r s t . mp a 1 labor r latio s probl s, a d t t sti g a n d s l tio n pro c dur was . 1 h nd s of a syc olo gi t. M y of t ot r personn l functions w r v ry s ·1ar i n n tur to g n ral offi c work o a routin natur , po sibly pr ludi tio l ba k grou d . In n ral, t t d for an xt n ive or sp ciali du ca- i pr ss10 soft n r e ,,., eiv d r garding a oll g ducation w r that it was a very nice thing to hav but i few in- sta c s was it a n absolut e essity. T e fa t that th larg st nu 97 ber of personnel employees came from operating departments within the plant lends credence to this idea. However, at t e same time, education was deemed to be an asset i advancing to top l vel posi tion s. T he list of necessary and educational courses very closely re sembled that found in the questionnaire survey . Labor relations and industrial relations were mentioned more f requently than any ot ers in t e cours s thought to be ne c essary. A listing of th courses m n tion d as being n c essary is given b low. Notic abl addi ions to this list w r . courses 1 el ctronic data pro SSl and ours s in l ss t ch ic l subj cts , such as collectiv bargai ing, p ilosophy, m thodology, r ativ thinking, and s man- . 54 I t t1 s. n c ompa i s m tio ·ng th s cours s , Ind strial R la- tio s was oft n look d upon s b ing truly or prof ssional in natur tha it wa v r l of t . l oth r compa i i t e r i w d. T e li t of ours s d to b d sirabl but not n c ss ry follow d t sa p t . r Wl th X ption of t addition of sup r- vision of t c i al p opl whic wa s m nt· on d fa· rly oft n as a d irabl cours . Cours Labor R lations Industrial R elatio s Sp c and Business Writi g 5 Supra, p. 74. 8 7 4 ntion d 98 Course Times Mentioned Statistics 3 Data Processing 3 Personnel Administration 2 Labor Relations (Graduate Level) Labor Relations (Undergraduat Level) 1 Colle ctive Bargaining 1 Job Evaluation 1 Labor Law and L gislation 1 Labor History 1 Sociology 1 Accounting 1 Social Insura 1 Human R lations 1 Philosop y 1 M thodology 1 Cr ativ T inkin 1 ma ti c s 1 III. SUMMARY In g neral, t i t rvi w findings substantiat t qu tio nair r sults. Ev n wh r di££ re c s ar ncount red th y are usually differenc es of d g r r ath r t an complet reversals of pr vious findings. P rhaps the most noticeable di££ r n ee was t e fa t that i t e ompanies intervi we d th r w re r latively many mor p rsonnel 99 wor ers who were employed directly fro . m college than in the larger group. As previously stated, this would possibly be a reflection of stronger emphasis upon education among the more "personnel minded" companies . However, the paradox he r e is t he lack of em phasis upon advanc ed degrees in many of these companies and th undercurrent opinion that edu ation is not always a requirement for personnel work. Actual practices i n hiring personnel peqpl bring 55 to mind t e quotion of Professor Spriegel i Chapter III. In conjunction with this observation is the fa c t that many com panies do not ave fre que t openings for personnel positions. Shoul d such op nings c oincid wit th olleg graduatio , on might find more people being mploy d dir ctly from all g ; f r que tly t s openings did not coi c i e with all ge graduation. Th indication here is t at movem nt i to p rso n l positio s 1s d o meal basis without t stablishm t of a lon -ra future n eds. T fac t t at many practition rs ha on a p1 pla to care fo r not h d sp ifi c a cad i.c trai 1ng i t 1s f i l may also in i at to t m hat su du ation is not n ces ary . Th probl m s ms to r main s illustrat d in C apt r III. How ca acad m·cally trained personn l p opl b ov d i to th field and provid d with t h prop r exp r1 nc to r aliz th ir pot tial? If industry continues to primarily us peopl from oth r de- partm ts for personnel positions t how ar t es people pre- 55 Supra, pp. 38-39 . 100 pared to assume their new duties? Training is one answer, and it shall be discussed next. . CHAPTER VI SURVEY FINDINGS ON TRAINING Seven questions of t he questionnaire w e re aimed at discovering whether any training was use d by companies for their perso l staffs, what form t is trainin g took, a n d its duratio n . A n eighth question was added to discover i n w at ot·1e r areas compa i s c o n du ted trai ing . Alt ough t his last questio n did establis t at a n companies are "trai i n g" mi ded, it ·1ad littl of r al valu to ad t o t . e problem of train i g for industrial relation s p rso n l. Som me tio n of ot· er training will be mad u d r t he allowin g 1 adi g , but t .. e matter will ot be dis c ss d i g r a etail. with t material i n C apter IV, th omplete tabulatio n o f all q stion a1r e data dis c ssed i n t is chapt r will be f o i ~ App n di B . I . TRAINING CONDUCTED Number of compa y pro g ra s. Of t 1 questio naire data for t is t sis, 0 provid 6 o pan1 s prov i di u sabl r pli s 1n a sw e r to questio umbe r · . T :1 is q u e s ti o asked o l y for " s " or "no" a swers as to whe ther or n o t t e o pany had a trai i g pro- gram in I dustrial R latio1 s. ft es 8 0 sabl r epli s , t 11 a - swers " o" appeared m ost ofte n b y q i t a arg1n . T e r w r 6 egative answers a d 12 affirmative answers. Th s, it i s rath r simple to see that t e compa ies mai taining a traini 1g program o f sort are i t · e mi ority . Alt :1ough t er e does appear to be a lack of 102 company training programs i n the area of Industrial Relation s, many companies do e Dcourage t eir me to atten d various c o nferences or as sociatio eeting s. T his point s all be dis c ssed later int e c apter. Seve ty-one companies also replied to que stion umber 19 in w ich t hey were asked if t ey maintained traini .. g programs in areas ot J. er t a n Industrial Relations. Oft es 71 companies answering t e q estion, 61 indicate d that they do aintai ot er training pro- g rams w ile 10 repli d that they provid d n o training i n any fields. ompa 1es wer also asked to list t e traini g pro g ra s o - d cted. Be cause of th 1 omplete ess or ge r rality o an a - sw rs to t is s ectio n of t q stio , it was deci d ed against pr - s ti g a d tail d d s ription of t s o th r pro grams for fear o istorti g t e pi ct r . How r, s o m i1 d · n gs w r s p c if i c oug to warran ntio n . E ec tiv d v lop Je and s p r viso ry tra· 1ng w r e tion d a qual b r of tim , s by c o . pa 1 s a A s bot· o t s us ally i olv stri l r latio s t r ai in , it is saf to say . some 1 t .. at ma y o m pan1 s d o provid . J 1or x tiv s a d first lin s - p r v i sors wit s o m e oft e o epts of In strial R elatio s. T n m b r of c o pa 1 s s a ting at t do · ta in t s typ s of traini g was qual to t be r of c o pani s p rovidi n t two trai i g w e r ot always t r.1.e sam . Several courses w e re tio ned int is s c tion which could possibly be rat er clos e l y r elated to Indust r ial R elations. Included 103 amon g t ese courses were managerial training, work simplification, public speaking, Englis , production and cost control, human rela tio s, electronic data proc ssin g , a d poli c y a n d orga i ation. Types of training programs. In question number 3, companies were asked to indicate w t r t ir training program was a for1nal one, on-t e-job training or, in t h ir estimation, a combination of t e two. Alt oug 1 68 companies ad previously stated t at th y ad no traini g programs, 51 answer d t is q stion. T as follows: answ rs w r Type of Training n-t -job Cambi ation For al r of Campa 38 9 Fo r o pa i s r pl i d t hat t y maintaine all thr t yp s of progra s , a c cou ti g for t l r total in nu b r o pro ra s o duc t d t a t t al of o . Ill di cat· g t y a a tr i g pro ra • Of t e 4 c o a n1 s w ic cond t for al training pro ra s , 2 trai only pr se t p rsonn e l or n w p opl pro ot d to Industrial R lation s fro ot r d part nts . T ·1 s compan1 s do not hir . 1n- xper1en d p opl directly i to In ustrial R lations . Anot r co pany indicat d t at it ir s inexp ri nc d p o l e rarel , and t n o n l y for cleri cal and st o g rap 1c position s, and anoth r ompany indicat d t at it i s ow in t pro ss of organi i a trai 1ng pro- g ram. 104 Thus, we see t at all 4 companies maintaining a strictly formal training program use these programs principally for existing per sonnel rathe r t an new employees. Int e 4 7 r emaining companies maintaining on-the-job training or a combination of formal and on t he-job trai ing , t ere was a vari ty of procedure as to t e frequency o f iring inexperienc d p opl e . Some compani s trained only xist- 1ng personnel, some traine d bot existing p rsonnel and new ployees, a n d som m aintai d t 1r programs prin ipally for new employees. ile o t att mpting to disc redit on-th -job training, it is som w , at h art ing to n ote that approximate l y 10 p r c t oft e . s maintainin t rai . Industrial R lations do ompa l l g program l s 0 uppl t it wit so c l ss roo work or oth r training of form l natur n - th -job trai . . ff tiv a or • 1ng lS a ry t o d of tr . . b t too . sta aintain l 1n , a y l C s c o pan1es hat t y hav o n - th -job trai ing whil in r a lity t r is o trai ing w atso v r o h r than th t w i h th i di idual t r . l s for . l s l f , ne o m pa y stat d t at t h y did not spo so r any outsi tr in- in for th ir i dustria l r l a tio s peopl but t y wo u l ak s c h a pro ram vailable providing it would b of i t r st to t 1r rsonn l d part t a n d wo l d c o ntribute to t a pro g ram ust be requ sted by t h em lo y 's valu . But s c mployee . Anot er state that t y ar c onstantly looking for p rsonn l p opl going to colleg for p a rt time work as c l rks, int rvi e w e rs, and m anage ent trainees . 105 A program of this type is excellent as it assures men with proper academic backgrounds entry into personnel work and then provides these men with the necessary experienc e to perform this work. Some knowledge of practical applicatio is also of c onsiderabl e value to the student while in s c ool. Length of training. Only 44 companies made mention of the lengt of their training program or la c k of one. Nineteen of thes answered tha th 1r program was ith r i d finit , variabl , or continuous a n 7 stated that they had non . On company ad a program of twenty-eight to thirty-six months , 5 compa 1es had a program lasting from ight n to twenty -four nths, 6 co . pal S maintained a on -year trai ing pro ram, l o pany ad a progra running from six to tw lv months, 5 compan i s r pli d t at their programs lasted si months . Th 2 r that t 1r programs r n in l ngt f ro 0 a1n1ng companies r pli day to two w e ks. T h r was no dir c t r la ionship betw nth typ of training and t e l ngth of training , although th r was a t nd n y for compani s maintai ing on-th - job trai ing to an w r hat t . 1r program was i d finite or continuous. Of th s c o a 1es which answ r d that t e · r training is bot o n -th -job and ontinuo s, it would probably b safe to assum t at sev ral l av th matter of d v lopme t ntir l y up to th individual. owev r, th r ar ma y ompan1 s w i c h do maintai a consta t dev lopm t and appraisal system for their employe s. Of th s compan1 s maintaining indefinit or variabl programs , several r marked that th l ength of th program was 106 dependent upon eit er t job or the individual, or both. Outside training utilized. Questions 4 and 5 asked companies whether or not they utiliz ed college or university courses as a method of training employees and, if so, whether these courses were at a graduate or undergraduate level. Eighty-two companies answered question number 4 indicating w ether or not the y utilized college courses as a training aid. T e manner 1n w i ch companies utilize t ese classes is er illustrat d. Academic Courses Us ed to Train Employees Sol ly As a Supplem t to 0th r Trainin Not at All Number of Companies 6 60 16 B tt r t an t r - fourth s of t compan1 s r plyi g u ili d coll g or university lass work. How r, 60 c o pan1 s, or 7 3 p r c t, f l t t ·s ty p of trainin 1s us d a as ppl m nt to ot er or c o pany trai ing. A fairly r pr entati num r of companies, 24 p r ce t, do s ot us any coll g or u iversity work as an outsid trai ing o re . Qi ompany ntion d t y did use this typ of trai ing but o av ry limit d basis. Anoth r stat d this typ of training wa s li ited to sp ciali d courses suc h as une m ploym t comp nsation a d labor relations. Answ ring qu stion numb r 5 w r 7 3 c o pani e s whi c h distributed t eir prefer nc s among undergraduat and graduate courses as follows: Level of Course Both Und e rgraduate Graduate Number of Companies 44 21 8 107 Several companies utilize d both graduate and undergraduate courses, accounti g for th variance in preferences from the number of c ompani e s answering. Four of the 39 ompanies listing t11 l vel of ours s as "both" r f rred to the fac t that they utiliz d coll ge cours s w ich wer tailored or v ry nearly so to their indiv i a l ompany's n eds. Although un r raduat cours s ar utili· d mor t a g raduat ours s , t f t hat l c ompan1 s out of 7 3 do us g r adu t work s a tr i 1ng d vi ·ndi at s that som a lu st b pla d upo graduate l v l work alt ough it is not sought in du ational ba kgrounds to a y noti c abl xte t. Qu stion numb r 6 ask d o pan1 s if th y s nt p rso n l m n to any sort of co r s or association m ting . In qu stion 7, t c o pa 1 s wer i n an opportunity to list t as so iations · n w ich th y participated. eventy - ig t companies a sw r d qu stion numb r 6. Seventy compani s r pli d t at t y courage th ir industrial r lations p opl to atte d asso ciation m t i gs and confer n c es. one of the r es pond nts stated that they compell d people to attend m tings, while 3 r plie d t at they did not ourage and 5 stated th y dis- courag d their peopl to att n a y association meetings. 108 Althoug h 85 per cent of the companies replying to question 2 stated they did not have company training programs , 90 per cent do send men to professional meetings of one sort or anot er , indicating that companies are interested in the development of their personnel. Nearly all of the associations m entioned are conc erned at different times and in varying degrees with personnel matters. Sixty-seven of the 86 compa ies replying indicated membership in a single asso iation t hat d eals exclusively with i dustrial r lations and p rsonnel problems. In fa t, mor than two-thirds of the r spond nts indi ated t at th y w r members o f thes type of asso iations at t same tim . Th d t rminatio n of how a tiv companies a r in parti cipating 1n ma ag ment and i dustrial r lation and p rsonn l ass o ciations is very appar nt i vi w of t abov. II . LETTER FINDINGS A s m nt·on di C apt r I , 15 compan1 s s t l tt rs xplai in t 1r situation rath r than s t qu s tio na1r fo r • S v e n of th s o pani s f lt t y w r too small in siz to warrant d s c r ibing any of t h i r training m t ods. T h oth r 8 c o pan1 s xplaine d t . 1r . prog ram 1 iffe r t m n n rs . On ompany s l c ted i dust r ial r lations p eopl largely from ot r d partm ts wit int e company and gav t mo - th -job training . T his compan y contend d t a t formal training in Industrial R elations was of dubious value . All of the industrial relations men in t is om any w r e subj e c t d to t e same management and development training programs as t 1e rest of the supervisory organization. On occasions some spe ialized material was presented to these men. 109 Another of the companies indicated that it, too, received a majority of its industrial relations personnel from other departments int e company. T ese men were given training, but this training was not of a formal sort. T training was gen rally adapted to th particular situation. In this company there was no utiliz ation of outsid training sour s. A third compan y had no sp cific training program for industrial relations p e rso nn l. T his compa y did maintain a Management D velopm nt Trainin g Program for all supervisory personn l, industri l r lations staff m n i n lud d. Th subj ts pr s nt d 1n t is program w r vari d, but ma y of t h m id p rtai to industrial relatio s probl ms. All sup rv·sory personn l w r requ1r to sp nd on our a w k on compa y ti i att nda c at t h s . s ss1ons. Anot er company m .. r ly i di t d t at th y ad no formal program of mploy nt a d training for industrial r latio s for p rsonnel. Most of t h ir p rso n l positions w r fill d by m f rom othe r depart ts. T · s company id poi t out t at th stablishment of su , a program is one of t h ir immediate aims. T informatio in t hese l etters poi ts out a it m pr viously m ntio e d. T at is , t hat many companies rely upon their existing personnel to fill i1 dustrial relations positions. These m n are 110 frequently trained to some extent, but the training is generally on an informal basis or a part of a broader managem nt development program. III. SUMMA RY Training for Industrial R lations of both a formal and informal nature does exist, alt oug h it i s ot found in a majority of companies. Sometimes t is training is for new employees only, sometim s for new and old mploye s, a d more oft nit is mai tain d for pr s nt p e rsonnel only. The l ngth of this training varies, a majority of ompa 1es r porti g t at it is ind fi it or continuous in l ength. In compan1 s having sp ified l ngt s, th program in no instanc e runs overt ·rty - six mont s. Th av rag l ngth or this group ext n s to twelv mont s . Quit a f w compa i s do utili outsid coll g c o rs s as a training m dium or p rsonnel mplo y s , alt oug v ry f w c ompan1 s a tually r gard ·t as a suppl m nt to th ir trai 1ng progra· . In many of t compa i s providing this m . lU of trai ing it is probabl e t at a utiliz ation of it i s voluntarily d t rm1n d by th mploye . Th larg portion of t s courses ar at under- graduat l v l. S veral compa i s do provid for graduate l v l wor -, indicating t hat some valu 1s giv n to advan ed a cad m· study. Nearly all t e companies survey d do participate in som outside onfere c s or asso ciation m etings. Of this large group of 86 companies, 67 indicated that t y ol m mbers ips in organi- LJations devoted exclusively to industrial relations and personnel matters. lll T e training practices of those companies interviewed will be dealt with in the next chapt r to note similarities or discrepancies from t e survey material in this chapter. CHAPTER VII INTERVIEW FINDINGS OF TRAINING PROGRAMS CONDUCTED The com anies interviewe d were more prone to training personnel people t an w re the companies in t questionnair e survey. There were only 4 companies w · i ch did not ave training arrangem nts for their staffs. Event se com ani e s n couraged t eir personnel staff peopl to atte d prof ssional me tin s or conferences. I. TRAINING PROGRAMS Company training c onduct d . Th actual trainin provid p rsonnel p opl took o various forms i t s compan1 s. Non of th compan1 s r gard d t 1r ro rams as b in stric tly formal in nature. Fiv com a 1 s r li d on on-the -job training . Four . com a 1 s s rib d th ir rogram as b in ombinatio of on - t -job trai 1ng an formal class s a two om an1 s r gar d t 1r ro rams as an un rstudy typ of p rsonn l lopm nt . Four of t· s compan1 s maintain t ir pro gram x lusiv ly for . xp r1 n c com any m n rath r than n w m loy s . No on . company program was 1 ntical to that of a ot r com any. S v ral . . om an1 s prov1 for rotation of jobs i th ir on-the-job training rogram. On com l any using on-t -job training suppl mented this with other training vic es. A p rsonn 1 committe was s t up to stu y and r comm n d on matt rs p rtaining 113 to pers onnel development. Personnel periodicals, handbooks , and cas -study discussions were also utiliz d . This same company sent men to Dale Carnegie lasses to d velop t , eir key staff per sonnel employee's ability to effe ctively communicate wit people. In all of the companies using on-the-job training, it was observed that real efforts were being mad e to elp the individual elp hims lf. One compan y us d on-t e-job training supplem nte wit classes of a general natur on company probl ms or polici s. d v lopm nt of t ir p rsonn l Another com any stated that t staff was accomplished by t us of £iv s parat training . VlC S. A 11 m n rec iv d p rso al coa ing from ir sup rv1sors wit 1 a r vi w oft e man's str ngt~ sand w akn ss s. Tuition was also s nt to asso ciatio m eti s and con£ r n s, an th y w r also ncourag d to articipat in community affairs. Int is company, one of th Vi c Pr si d nts also r vi w d a ir culat d rtin nt L rsonn l lit ratur . All com a i s conti u trainin ind finit ly or continuously. On om any f lt t ~ at it would ta 0 of valu on a job an t r y ars b for company gav a man six mo ths to ro is charg d if unsatisfactory. y ar b for a man would b could mast r it. Anoth r ims lf. Th man was All of th om ani e s maintaining training in Industrial R lations also had training rograms i oth r ar as. Su rvisory training was again found to b t most popular form of training . In noting t e various ours s offered in com any training pro grams, t 114 following are closely related or a part of industrial relations work : labor relations, supervision of technical people, executiv develop m nt, business adm"nistration, leadership, basic psychology, group dynamics , creativ t inking, and con£ rence leadership. Outside training. Only 2 companies failed to use college classes as a training m dium. A majority of the companies con sidered coll ge courses as suppl ments to t eir training programs . In most of t s com ani s t r was som form of partial or com l t tuition r fun d for approv d oll g cours s . V ry oft n , t initiative for nrolling in oll g class s ad to com from th man hims lf. Upon x r sing a d sir to nroll in ni t s hool, a man fr qu ntly woul i c from som on in th p rsonn l . r C lV a d partme t as to w at cours s would b st s rv his int r sts nd n e s. Cours s at bot th ra uat and und r graduat l v l w r m lay by most of th om . Ill • A v ry f w 1n i cat d t at m st of t cours work pursu d by m lay s was at h un r gra uat l v l, nd only on om'" a ny p r f rr to ave n roll in raduat l v l ours s alon . Som com a ni __ s had s p i l u ational rograms, u as t P rsonn l Administratio n Training Pro gram condu t by t In ustrial Asso ciate s Division of t California Institut of T hnolo y. Alt oug not limit d to p rsonne l training , t is ro gram allows m n to tak cours e s of work in t s subj cts in an off- uty program . a1 for by th 1r com any . T fact that all of th compani s i nt rvi w d arti cipat . ln 115 some association meetings or conferences is attested to by the fact that all of t e companies includ d in this survey wer members of one or more professional associations dedicated to the fields of management, industrial or personnel relations. All of the com anies were active in more than one organization, and several of th people interviewed held offices in th e se organi ations, indicating an active support of these organi ations. On com any employ d a rat r unique training d vie . ln connection with asso ciation m etings and con£ r nces . This company made att ndanc e at d i££ rent meetings a part of a man's job assign- m nt . The Industrial R lations Dir ctor stud i d t fort com ·n g agenda of asso iation m tin g s and com ar d it with th back rounds an ne d s of m n in 1s om any. As a r sult, m n w r s t to sp cial m ti g s as art of t ir job ass1 gnm nt an t . 1r own p rsonal d v lopm nt. This pro g ram · s of p rticular valu 1n v lapin sp ializ d skills, n in insuring t at busy m n will att n at l ast t os m ting s of dir t valu to th m. II. SUMMARY T h r sults of th s fin ing s substantiat th fi n i gs mad th qu stionnair surv y. As a g roup, ow v r, t int rvi wed expr ss e a m r e a tiv int r st int . compan1 s training and ev lopm nt of p rsonn l m e n t an i d t mail questionnair . compani e s answ ring t Int e int e rvi ws, very f ew plants w re found which had no . 1n 116 development program of some sort for its personnel staff. On-the job training was the type most frequently encountered, but within this broad classification company practices varied. Several com panies supplemented on-the-job training with classes in p rsonnel or gene ral subje cts. Two com anies maintained both informal and formal training programs . All compani s regarded training as a continuous matt r or indefinite in length, indicating also that muc of th training don . ln t is fi l d is for r gular mploy s rat er than just n w e m loyees. Most companies also r gard e d coll ge cours s and asso iation m e ting s to b supple ents too, if not a part of, th training pro- gram. ·CHAPTER VIII COMPANIES' EVALUATION OF AND SATISFACTION WITH SELECTION AND TRAINING PROCEDURES Th material in this chapter was obtaine from the answers to questions 9, 10, ll, and 12 on th qu stionnair . 56 A majority of the compani s int rviewed gave answ rs to th s e sam qu stions. Th results of bot que stionnaire and inte rvi w fin ings on ompany evaluation of an satisfaction with s l ction and trainin proc ur s ar includ in this hapt r. I. EVALUATION OF ROGRAMS In th qu stionnair surv y, only 10 com1 ani s out of 86 r plyin firms st t d t at th y a s l tion ro e ur . T is woul d a y valu tion of th ir rt inl o indi at a pathy on t art of o an1 s 1 this att r-- m tt r whic h is of r al im orta c to t • In plyin to this s m q stion, 3 of t com an1 s i t r i w s 1 t y o h som s l ction pro c s s. Often his aluation w s b s lua ion of th 1r tir ly upon t job p rfor n oft· in ividuals lac d in th p rsonn l d partm nt. S v e ral of th com n1 s int rvi w d di d av syst wh r by job p rfor an consider this to b an a ctual w s ot d , but th y d i not aluation of s l ction proc <lure . 56 wor ing of all qu stions a nd tabulation of indivi ual answers to a c h qu e stion ar contain in App ndices A and B. 118 Individ al performance is a n evaluation criteria , and in any instance s it is about the o ly c riterion that ca b used. If this 1s t e case, it is possible that many com a ies i n the questionnair e survey o have an evaluatio proce ure ven t oug they fail to regar d it as su • Five ompanies out of ll i t rv1 we . l i at that they av ha an evaluation of th 1r training pro rams withi th past two y ears. T is valuation was g n rally rform d by t h In ustrial R elation s e art nt. V ry ofte it was ff c te d throug h r ports on progr ss a p rfor of th trai • On ompany which d i not p rform an v luatio sp c ifically o l tio an trai in i stat t at th tir 1n strial r lations e artm t was subj c t to an an al au it. In a of th two grou s surv y d , t w r 9 com an1 s w i c h r ort d th 1r v l atio fin i g i a formal r port. . lS fi in l n s c d n to t .. i d a t at v ry oft valuation is p for d sol l y by obs rvin job p rforma c . In on insta c , a company wrot rforma rati s i to formal r port to s rv as an valuatio ri t rion of t 1 . 1r e l ection a traini pro c d r • Only com a 1 s 1 t qu stio nair surv y chos to t 11 w o p rform d t ~ 1r valua tion. In four i stanc s, t eval ation was rfor d by th company its lf, usually b ing ith r to p mana m nt, t trai 1.ing d partm nt, or th i dustrial r lations r maining £iv com a i s , outsid consultants part e t. In t w r utili to a great xtent. 119 In the companies intervi wed the evaluation was also generally perfo rmed b y the industrial relations departm t. In at least o n e instance, where job performance was the sole criterion, t h e mployee's supe rvisor was t h e only person r sponsible for th valuation . In another company, th valuation was g n rally carr1e out b y a res arc P rs onn l Dir tor and t , epartmen t wit o c casional aid from th Training Dire ctor. Int is om any , t e r s ar partm nt r ord d its fi . 1 s in a formal r rt r v1 w d by top mana m nt . II. COMPANY SATISFACTION WITH THE PROGRAMS A lthou evaluatio was n rally ma 0 a som w at . formal basis , 5 of 78 . t stion ·ndi cat 1 c o a 1 s answ e r1 n lS qu t 1 at th yw s tisfi ith th 1r s e l _tio n training p ro dur Thirt d . to th satisfa ction wit comp l s r u 1 a s 1r th 1r ro rams , w il ll com an1 SW d finit ly ot satisfi On . com a y 1 . 1 t t t i t w a s s tisfi d , but also c o . l d th t th r always oom cor im ro A car ful analysis was mad of all q stionn 1r a sw rs 1n t 13 ompa 1 s . x pr ss1ng 1ss tisfac tio or oubt i n t 1r s. s l ctio training p ro c <lur e s . No c o lusiv Vl n was dis cov- r t at would l a to for lati a commo caus for issatis- fa tion am n t s om a 1e s. T e in onsiste n c y of lik answ rs in thes compan1 s rul s out t 1 stablis m ent of any ammo ailm nt . A muc mor e d tail d stu y of om any ra cti c e s woul 120 have to be undertaken to discover tne causes of discontent. Int e om anies i t e rviewed, only o n com any expre sse d dissatisfaction with their program. In this instance , it was the training program which was adjudged to be faulty. A lack of good comm nications and t over - emp as1s on speciali ation w r listed as aus e s of failure in training. This 1s . the same ompany which hopes to 1re in t near future a c a em1- ally trained p rsonnel man who will r e1v training in all ar as of p rsonn l a dministration. Within t y ars , this an, t 0 any fe ls, will hav a broa noug backg rou to warra t pla cin him in a manag m t position in a bran off i c . Anot r com any sai d t at it was satisfi with its p r s nt trai 1n ro ram, but diss tis£ tion os from t fa t tha no b n fit of this of th old r rsonn l m loy e s a r ec 1v t trainin . No lans w r . lV for t orr tion of this situation. III. SUMMA RY Evaluation of s l ctio n t 1n1n ro r s, w n r- form d , is most g ot r obj ctiv rally o . ln inform l ma n r. Lac kin as r ts, job rform n usually b com s t _rit rio of any valuatio att m pts. Sorn om an1 s do av formali z e d evaluation pro dur e s whic h ar n rally p rform d by th industrial r latio s divisio or c o sulta ts. V e ry rar ly ar th r sults of t s evaluation ro dur s r co d in formal re orts. N arly all compani s expr ss satisfa tion wit t ir sele tion 121 and training procedures. In those companies which are not satisfied, t e location of the troubl e is difficult to determin e . On dis satisfied company has placed muc h of the blame upon over-speciali ation. One program is being planned to overcome this over-emphasis on speciali ation. Difficulties in communi catio was given as another reason for training an sele ction failures. CHAPTER IX SUMMARY AND CON LUSIONS Every aspect of ersonn l relations repr sents an o ortunity for management to furt er maximum efficien c y int e us of peo ple . Any investigatio t 1 at indi cates a possibility of intelligently i n reas ing effici ncy in tne m tho d of s election, training, an utili ation of people as r o n1 e valu from t stand point of sou rsonn l administration, and an al rt managem nt shoul take c o . n1 L.anc of any and all means a vailabl for im rov1n industrial r lations. T followin su ary, con lusions, an in som e i sta c s r comm n ations , r n tt t to valuate t r sults of th r s ar c h conn t ith t is th sis. It is op d that this c riti al xamination of manag ri l oli 1 s r lat to industrial relations p rsonn l will so how ontribu to mor int llig nt an ff tiv us of p opl now n g a g d in or antic i pati g . r e r 1n so n l a t inistration, h r by s c u 1ng m x1 u long - rm r tu ns fro m n ow r that is in olv I. SUMMARY In ustri l R l tio s as b c o fi l of vi l im orta c to industry today. Unioni ation of labo , coll tiv barg i 1n , gov rn m nt re gulation, conom1 c an so ial con itions, automat· o , and t h c o tinuing qu st for ab tter u de rsta ding of work rs, ar all fa tors pointing to i c rease d m asis on indust1 ial r lations i th 123 future. Althoug goo d industrial relations practices must be effected by the line or ganiz ation, its c ou t rpart , t staff fun tion of industrial relations, is necessary to provide the lin with sugg stions and guidanc e for im rovement in personnel polici s. As industrial life becomes more complex in our pr s nt igh conomy, th nee for a broa r ba kground in an und rstanding of conom1 c , so ial, political, and psyc hological factors in th personnel manag r b com s appa r ent. The t chni al as e cts of personn l administration must b m st r by t p sonn 1 dministrator. In addition, a su ... c ssful pra titian r must b aware of th many for e s acting upon in ustria l lif , an must b c a pable of com . uni- ating n w i as an cone ts of manag m nt to t lin organi ation. H m st oss ss t fl xi bi l i ty of thinkin , ha lan of i t 11 t, r ativ n ss, a n t u m nt th is so im ortan t to rn n sur ssful rsonn l d ·n· st atio . T indi cation is t at In ustrial R lations is b com1n mor rof s sional in s o • T is prof s sion li atio of fi 1 C b com li . hrou th Joi t £forts of o 11 g s n d i n ustr . 1 h s ontribution to a to th in ividual pra ctition r, d bot s oul work to g t r to . maxim e t £fo rt of t 1r s a rat c o ntributio n s . Indust i l r e l 10 X uti S s o s s s c rtai outs ta in p so al ara t risti s. C e rtai qualiti s 1 rsona l int r sts, hara .ter, a pearanc and p rsonalit , n e r an managerial ability must b p r s nt int P e rson l Dir ctor. V e ry f w of t s e qualiti s a b v lo pe on-t e -job. A ma ·ority oft mar 124 qualities which must be in erent in t e individual. Proper education, training, and ex erience are equally important qualification s for personnel work . As yet, no one m thod of developing t s qualific ations has been determined as b e st for all conditions. Education in Industrial R lation· a is currently receiving considerable att ntion. Colleges and universities are d veloping major course concentrations in the fiel d . In som e instanc s industry has sponsor d Industrial R lations subj c ts in Sout rn California oll g s to provid a dditional training for th ir personnel and sup rvisory p o pl . Th particular approach to this, and t m thods of instruction, fr qu ntly vary from on institutio n to anot r. Labor r lations n conom1 s, gov rn and industrial r lations, a d rsonn l nt n uman r lations ar ar as rally in lu ag i coll work. Broa train ·n g ould b a co plish by cours s in En lis , s c i ntifi m tho of n g nt an so ial st i s. Int rns ip h s b n nt vo cat s t 1 o of 1 1ng t stu nt a tual e x p r1 n .. w i c h 1S ss ry for a om l t nd rst n ·ng of In u trial R lations in pra ti c . t T 0 In-s . rv1 training a d rac tical xp r1 C m st b g1v n to futur rsonn l e x ecutiv to sup l m nt . lS C m1c backgrou d . m e tho s of . rov1 1n t s two quit naturally vary from n any to another . The im o rtant point is that t y s hou l b provi d d . The a ctual kin of e x pe r1 n e n c essary has not b n d finitely d t e r in d. Many p opl think t at it s ould not only 125 include experience in personnel work, but should also include work experience which provides the personnel man with a realization of the feelings, thoughts, and desires of the working man. On the whole, Southern Califor ia com anies follow practices w ich do promote the development of industrial r lations p rsonn l. There is room for considerable im rovem nt in th selection an particularly the training proc <lures in many com an1 s. As Industrial Relations rises in importan e an com anies realize the b nefits of b tt r d v lopm nt pro ra s, th s compani s will robably improve t ir practi s. Industry as a whol must b com convinced that Industri l Relations should be t rm d a prof ssion. It is th duty of n t rin thi fi ld to a t in a mann r that will h lp to c nvi c industry of th ir va lu in th industri l s n . A majority o t omp a 1 s ont ct d in th or 01 g res arc h r gard th rso al c h r c t ristics of th ind i idual to b th m st im ortant qualification for in ustrial r la io of ra c tition rs in th f i l d ind i c t that th sp cifi , com on h r c t ristic s, i d ntifi bl wor . T op1n10 s . lS r o itio of . 1n U C ssful p rso - l xecutiv s. Th r e w s consid rably l ss a r m nt on th importanc of due tional and xp r1 nc r quir m nts an what kinds of each w r mor d sirabl . Company practices indicat that ducation is consi red to b a ass t to th succ ssful industrial r lations practition r but a college ducation was not alw ys consi er d nee ssary. This study indicates that the holder of an advanced deg r ee is not sought in most 126 instances. A few com anies expressed strong rejudi c es against the holders of advanc ed egrees on the ground that th e work did not necessitate suc h background and that such eople frequently lack decision-making ability. Experience in Industrial Relations was determined to be the most v luable type of ex rience sought. However, this exper1en e could be gained at the point of appli cation rather than in a personnel position. This fact is strengthened by the dis ov ry that the largest number of people i Industrial R latio s hav nt red th fi ld aft r ga1n1ng exp r1e c e 1n so other area of company o erations. Exp ri c e 1n ? rodu tion or line s rv1s1on was th ty e most frequently soug t. o ple h v1ng a tual personn l xp r1e 1 other co an1 s account d for th n xt lar g st rou of industri l relatio s sta f o le. In som s s th s o p l cam fro r lat d o an1 s ·n th e sa typ of bu sin s s. Som com anies frequ tly hir d in x r1 n c d opl dir c tly ajorit o fro coll 1 to in ustria l r 1 tio s positions. A co a i s r a r l , if v r, loy i r1 n d p o pl . M ny companies hirin in x e ri n e e d eo l did so with little re ularity. Slow turnov r in th fi l was g1v n s th rinc i al reason for 1rr g lar hirin A d sir to h v rsonn l staff c o os d of peopl alr ady fa iliar with com· any prac ti e , ro e <lures and pe rso ality, was given as th principal reason for infrequent hiring of in exp rienc ed o p le. A knowledge of th t chnical aspe ts o personn l adm'nistra - 127 tion was desirable i~ company employees. However, the ability to communicate both orally and in writing with different levels of people was thought to be one of the more important abilities needed in a personnel executive . Specialized educ ation was deemed impor tant for particular positions , but a Bachelor's degree in Personnel was thought to be the most d sirable degree for Industrial Relations work. B chelor degrees in busin ss administration and industrial management was also given constant emphasis. Training in Industrial R lations for both rsonnel was found to b lacking in most o wand r s t ani s . How v r, 15 p r c ent of th . com an1 s id hav training as such for their p rsonn l m ploy s. her e trainin 1s provi d d , it is n rally of an infor al typ e , on-th -job trainin b i g th ost com on ty p . In many instan s, p rso n l wor rs r v d nos p ializd training although th y di rti i t . 1n sup rv1sory or x utive d velop ent progra s. Tr i ing for p r e s nt loy s was intai r o t n th n tr 1n1n for V{, 1n x r1 p o pl . . On-th -job tr 1n1ng was r val nt i a l r r n mb r of c o a 1 s. Mor formal pro gra s of p rsonn l training was found in a f w c om a 1 s. On-th -job trainin w a s prefe rr db caus of th ra c tical x r1e c it provid s ploy s, and lso in instanc es b ecaus of th finan cial a dvantag s of this ty as compared with a form l aca demic program. y of training Outside training in colleges a d universities was provi ded in about three-fourths of th compani s surv y d , and in a majority of 128 companies training was used as a supplement to the company development program. In a majority of cases, a program of tuition refund was em loyed, the initiative for enrolling in courses being left to the employee . A large majority of the companies did indicate participation in association meetings and conferences. Again, this participation was often left to the initiative of employ es , although in most instances it was stro gly encourag d by management as a develop ment proc dur . Almost all companies w r satisfied with their selection and trainin proc dures. The satisfaction crit rion in most companies was on-th -job rfor ance . F w com ani s have dev loped any for l valuation lan to de t r 1 th ff ctiv n ss of th ir s l ction and training tho ds. II. CONCLU IONS AND RECOMMENDATION It is r co n1z d th tin ividual si u tio s i di cat . . n 1 ons1s- t n c y 1n racti s 1 this ar a . How v e r, if Industrial R latio s is to b c o m r rof ssional by natur e a if industry is to r c ive t full b nefits of su h prof ssion lization, th n or standar iz e d p ro c ur s of p r p ration for Industri l R l tions st b d v lop d. Th P rson el M nag e r of a small plan t laying 500 e loye s fa s th same proble as th irector of Industrial Relatio s 1n a large concern m loying many tim s 500 m ploy s. F ' cing the sa e typ of problems (although the number of p roblems and their 129 scope may vary) the men confronted with these problems can cer tainly be similarily trained. To insure adequate attention to Industrial Relations in the future , it is recommended that all companies more fully utilize the potentials of young men who have aca emically re pared themselves for a career in Industrial Relations. To do this properly, companies must engage in long-range planning and br ak away from the piece meal basis of hiring personnel employees. To be sure , there ar ·obs within Industrial Re lations that do not r qu1r any gr a t ability on the art of the in umb nts holding th s positio s. Th se jobs could b utilized as training osts in th e d velopment of futur high-calib r industrial r lations utiv s. Or, th y ould b fill d by th x1 ti g l nt p r o n l o . pl -me l ba is, whil acad i ally tr i opl with th pro p r p rso l hara c t risti are al o ploy d to s u pl nt this st f . Co pan1 s st stablish th ir lon -t rm b · ctiv s i Industrial R latio s to ro i d fo a progra for thos p o le pos s 1n th r ff ti d lop ot nti l to assu kin positions. By pro i ding a work r who is awar of th nt poli cy- t chniqu s of p rso n e l administration a s well s th conom1c , so i l, olitical , n psycholo i cal f ctors aff cti g th industrial co munity, with p r ti cal plant x p r1 n , co pan1 s may b tter assur th selv s of b tter labor- ana ent r lations i th future. These relations vitally aff ct th conomi w ll-b ing of any ompany. Th following conclusions point d to s chools, students 1 130 and companies are aimed at improving the development of good industrial relations men a d aiding the student of today in entering the field. It is the responsibility of colleges to provide men with a broad background rather than merely technical training. The programs of most colleges ar aimed at this obje ctiv . However, it might also be desirable to provide students with more d tailed personnel techniques in some ar as to ai d them in entering the p rsonn l fiel . Th broad ba c g roun a stud nt r c ives in oll e 1s of g r at st valu to him as h climbs th manag rial ladd r of a ompany. Sine the r ent gra uat must start at or n ar th bottom nd will b more cone rne d with th t hnical than th prof ssional aspects of Industrial R lations, r quir our s in intervi win t h iqu s, psycho logic l t sti , or job v lu tio would b id al to train hi for b i ning job i In ustri l R l tions. Th s ours s shoul ake us of th l boratory rath r than d alin stric tly with th or ti- l s ts, th s pro i ding th stud nt wit pra ti al xp r1 n ee . Coll s a d c o p n1 s coul c h h lp to r p r b tt r industrial r lations p o l 1 th y w uld 01 tly wor out coo rativ trainin ro r s . By this tho d , th stud nt woul re c 1v th b n fits of both th or ti c l knowl dg and ractical xp r1 n ee b for n t e ri n th fi l . This wo ld not only facilitat his ntry into th fi l d , b tit woul d a lso m r ad quat ly pr par hi for success in it. For exa l , th coll ges in _Southern Califor ia could work up a mutual rogra th would r quir all P rsonn l, 131 Business Administration, a nd Industrial Management majors to complete a certain number of hours workin in some aspect of the Industrial Relations fiel as a egre requirement. T .. is practical experience could be accomplished during the summer months. Of course, with the help of industry, the school would attempt to find such work for students. Naturally, t e success of this rogram depends upon th cooperation of both th school and industry. It appears that companies could better utiliz academically trained peo l by rovidi th m with practical plant xp r1 nc • Under this arrang ment pot ntial rsonnel e loyees woul be taken into th la t with th i d a in m·nd of ventually pla cing th in p rsonn l wo • Befor b in plac in p rsonn l o sitions , th e n w loy woul first b g1v n practical work xp r1 n in th plant. Althou h this lan woul probably b or xp nsiv than takin res t loy s n 1v1n p rsonn l, its cost woul b justifi dev lop rsonn l with b o sp cialists an te h 1 ians. th by t on-th - job trainin fa t that it would b kgrounds rath r than . 1n v lo Stud ts who ar ajoring in In ust ial R lations an P rsonn l Ad ~ inistration must fac th f t th tit i not an asy rof ssion to nt r. robably i f w oth r fiel s do e s th ri ht "br ak 0 ean so much as in this on • For this r ason, it b com s important for th industrial r lations stud nt to take oth r co rs ·n coll e whi h may prov1 hi with background that will facilitat ntering a company through a door oth r than that of th rsonn l D partment. 132 Courses in electronic data processing , greivanc e procedures , labor relations and law, conference te chniques, testing, industrial psychology, produc tion control, and industrial management, are all worthy of mention. Finally, students may seriously consider taking a more general course in their undergraduate work in college and then specializing in Industrial Relations at night school while working for a company and at the same time pursue a M ster's D gree for specialization. If olle s, co pani s, and stud nts h d som of th s conclusions an r ecomme ndations , m r comp t nt p o l will fill industrial r lations positions i th futur , assuring th country of a mar pea c ful i dustrial limat . If com ani s in th Southe rn C a liforni area sine r ely wish to v lo p r prof ssio a l sta a r s for industri l r lati0ns r actitio rs to assur th m lv s of b tt r m a d o m n· s, th n q t trainin for th s ositions ust b c o ensurat with th a bi lit· e s of th p opl i nvolv d n d th r s onsibiliti s th y • Th whol f i e ld of indu tria l r l a tions b c us o its im ortanc and sco p os s a hall n g to th most s u c c ssful pra ctition rs sine it c rtai ly s s vi d nt tha t muc h or than a r "d sir to war with e o pl e or h ability t o " g t a long ' wit h o p l 1s n c s sary . Ac em c p r e aration, intelli g nt s l ction techniqu s, dequat training pro g ra s and ff cti utilizatio of e rso nnel e m lay s are all im ortant goals , an although difficult to a chiev com l e t ly , c e rtainly worthy of continuin effort. BIBLIOGRAPHY BIBLIOGRAPHY A. BOOKS 134 Bethel, Lawrence L., et al. Industrial Organization and Manage ment. New York: McGraw-Hill Book Company, 1945. Hicks, Clarence J. My Life in Industrial Relations. New York: Harper and Brothers, 1941. Helon, Alexander R. Reasonable Goals in Industrial Relations. Stanford: Stanford University Press, 1954. Mee, John F. Personnel Handbook. New York: The Ronald Press Company, 1951. Paterson, Donald G. and John G. Darley. M en, omen, and Jobs. Minneapolis: The University of Minnesota Press, 1936. Southall, Sarah E. Industry's Unfinished Business. New Yor : Harper and Brothers, 1950. Yoder, Dale. Industrial Relations and M anagement. Fourth edition. New Jersey: Prentice-Hall, 1956. . Personnel Management and Industrial Relations. N w ----Y-ork : Prentice-Hatt, 1943. . Personnel Princi ples and Polic i e s. N e w York: P r ntice ---H-all, 1952. B. PUBLICATIONS OF LEARNED SOCIETIES AND OTHER ORGANIZATIONS. Appley, Lawrence A. War-Powered P e rsonnel Adm inistration . Personnel Series No. 63. New York: American Manage ent Association, 1943. . The Significance of Personnel Administration in the ----M-odern Corporation. Personnel Series No. 111. New Yo rk: American Management Association, 1947. Burk, Samuel. The Personnel Profession--lt's Present and Future Status. Personnel Series No. 74. New York: Ame rican Management Asso ciation, l 943. 135 Gardiner, Glen. Personnel Functions and the Line Organization. Personnel Series No. 121. New York: American Management Association, 1948. Spates, Thomas G. An Objective Scrutiny of Personnel A dmi istra tion. Personnel Series No. 75. New York: Ame ri c an Management Association, 1944. C. BULLETINS Appley, Lawrence A. Functions of the Personnel Ex cutiv . California Institute of Technolo gy, Bulletin No. l. Los Ang les, California: Citizens Print Shop, l 940. Heron, Alexander R. Management's R s po nsibiliti s for rsonn l Policies. Trends in Industrial Relations, Bulletin No. 16, California Institute of T chnolo y. Los Angel · s, California: Citizens Print Shop, l 949. Kriedt, Phillip H. and Mar aret B entson. Jobs in Industrial R la tions. Univ rsity of Minnesota Industrial R lations C nte r, Bulletin No. 3. Minneapolis, Minn sota: Univ rsity of Minnesota Press, 1949 . McGr gor, Douglas. Training and Res · ·ons . University of Mi sota Industria , ti n No. l. Minn a olis, Minn sota: Univ rs·ty of Minn sota Press, 19 5. S priegel, illiam R. and R · Univ rsity of Minn ndustr , No. l. Minne a polis, Minnesota: Univ rsity of M in Pr ss, l 45. sota Training a d Researc h in Industrial R lations. Univ rsity of Minnesota Industrial Relation s t r, B ull ti No. . Minnea polis, Minn sota: Univ rsity of Min sot Pr ss , l 7. D. PERIODICALS Dra -e, Charles A. "What is Wrong with P rso n el Manag m nt ? ' P rsonn l, Vol. l (N v mb r, l l) , 12 . Kreidt, Philli H. and Harol C. Ston . "Col Personnel Wor , Union an Managem n t Personnel Journal, Vol. 27, No. 7 (De c g Cours s for r fer nc s, " mb r, 1940 ), 2 7-25 0 . 136 McMurray, Robert. In Business, " "Selecting College Tr in es Who Will Succee d Commerce , (December, 1948). Philips, C. W. "What ar e the Cha r act ristics or a n Effective In Service Program," The B ll etin of th e National Asso ciatio n of Secondary Schools rinciples, XXXVI, (March, 1952), 357. Schnelle, Kenneth E. a n d Harland Fox. "University Courses in Industrial Relations," Personn e l Journal, Vol. 30, No. 4 , (September , 1951), 128 -133. Spriegel, William R. "A Survey of Coll ge Training in ers onnel Managem n t or Industrial Relations," Pe r s onn l, Vol. 21, (January, l 94 5 ), 231. Yod e r, Dal and Mon a L. W ltz , "S lari s and Ratios in Industrial Rel t i o n s : l 9 5 , " P rs o nn 1, Vol . 3 2, N o . l , (July, 195 ) , 6-15. Ha Kr E . UN UBLISHE D MATERIALS ilton, Rob rt Ray. "A n Analysis of Pro rams i th Lo s Angel A r Th sis, Th U i rsity of South r n l 957. idt, P hili p H. a d Harold C. Stone . x utiv D v lop " Unp blish d M ast lifornia, Los An 'I us ri l R l tio ol · s , M 'n ot : Uni t r' l s , rsity Positions and P rso n l.' M ' n of M inn sota Industri 1 R l ti ns raph d . ) C n t r , l 9 5 0 . (Mi o - S at s , Tho as G. "Ad ini trati In t 11 · c : Our G t st N d for Goo d u cc ss." L ectur No. l , Arthur H. Youn L ctur s i n Industri l R l tio n , Bilt or Hot l, Los An l s , C lifornia, F bru ry 23, 19 5 6 . APPENDIX Dear Sir: APPENDIX A SURVEY LETTER AND COPY OF QUESTIONNAIRE I. LETTER ACCOMPANYING QUESTIONNAIRE 720 South Golden West Arcadia, California 138 As a graduate student in Industrial Manageme n t at the University of Southern California, I am writing a thesis on the techniques utilized by Southern California industries regarding the selection for employment and training of Industrial Relations staff personnel. This thesis is not only an attempt to evaluate organiza tional pro edures i these areas, but also to supply Industrial Relations personnel alr ady working in th field and those ont plating such a career with information that may h l p them to better prepare themselves for this rofession. Because of the fa c t that information on this subj tis ra ti ally non-existent, I must rely to a great extent ui: on individu l ompany ooperation in supplying th required information. The enclosed questionnaire, com leted and return d in the s lf -address envelope provided, would be a valuable aid i this £fort. The f w minutes of your time required to complete this qu stionnaire will b profitably spent and greatly ap reciated. Questionnaires are sometimes a very lim·ted sour c e of infor mation. If your organization has any printed mat rial availabl on selection and training techniques, policies or p rocedures, conc ernin your Industrial Relations Department, would you be so kind and forward it? This would be most importan t and helpful. Also i c lud d in this requested aterial should be the organizational chart for your Industrial Relations Department. My humble apology for not pr paring a more personal letter to you, but owing to the number of companies sel cted for this question - naire and the limited time available, this was the ost feasibl and economical approach. Your replies will be treate d with more personal attention, and, where indicated, in stri test confidence. 139 Please use the reverse side of the attached form to ma e any remarks you may deem im ortant to substantiate or clarify any answers to the questions., or to explain any item not foun d in the quest;onnaire. Thank you for your cooperation. Sincerely, LYLE F. JOHNSTON II. QUESTIONNAIRE NAME OF COMPANY NUMBER OF EMPLOYEES l. Is your company unionized? 2. 3. 4. 5. 6. If "yes" are any union m mbers or officers working in Industrial Rel tions? Do you maintain a trainin Industrial Relations? rogram for Is this program for al , on-th -job , --- --- combination Do s your company utiliz outs id trainin sourc su has col l e g . rsity lass s? Sol ly or u lV as a su pl nt to oth r tr 1n1ng , not at ll Ar th s ours s t th r r duat l l raduat l V l , or both Do you send Industria l R latio s rsonn l to p rsonn l or manag m nt asso iatio conferenc s? ti gs or Com el Encour Not coura d Dis courage --- 7. If "yes" to abov , what soc1 ti s or c o ver n c s? s, , . , AMA SAM SCIRA Chamber of Co merc e PIRA M -M IRRA Other (nam ) 140 Check One Yes No --- --- --- -------- 8 . How long is your training period? Mo ths. ---- 141 Check One 9 . Has any evaluation been mad of your sele ction methods for Industrial Relations personnel? If "yes" what methods of evaluation were used: 10. Have the results of this evaluatio be n written into a formal report? 11. By whom was this v a luation m ade ? ------- 12. Ar you satisfie d wit h your pr s nt s l ection a nd Y e s No training rocedur s for Industria l R l a tions p rsonn l? y s No Und cid d 13. Do you s le c t Industrial R elations rso n l who hav had n o p r vio s p r1 n c in a y phas o f y o u r com a y o p r tions? Fr qu ntly Rar ly N r --- --- l . For what Industrial R lations positions , if a y, do you 15 . hir . ln X . r1 p rso n l? To whi c h of th follow ·n fa ctor s do you w e i ht in sel tin Industria l R lations . lV th st rsonnel? Pl as e indi cate ra k or er of r e eren c e b y ins e rting "l " "2 " "3 " " 4 " on basis of ·. E ' ' ' ' . r1ence Testing vi c es P rso al Chara cteristic s Educational B ckgrou d 0th r (name) --- ------ 142 16. To supplement your answer to the preceding question, please indicate: 17. a. Particular type of experience sought: Industrial Relations Industrial Engineering ------ Law Psychology ------------ Other (please ame) -------- b. Please ins rt numbers to show order of ref r n e in educational b a kground: P rsonn l Gen ral Busi ss Ad i istratio Industrial Manag Psychology Lw 0th r nt l ase list a y arti ular d catio l ours s de necessary or d sirabl e . Advanc d D ed NECESSARY DESIRABLE BUT NOT N ECESSARY 14 3 18 . What, i n you r opinion , are the p ro m otional possibilities for qualif i e d Indus t r i a l Relations personnel to advance to top mana gement i n y our company ? Excellent Good F air P oo r 19. Wha t t r a i ning pro g r am o ther t han Indu strial R e lations do es you r c ompany maintain ? Please list . 2 0 . Please indi cate th . l mediat sour of your c o a y's p r s nt Industrial Relations p rsonn l. a. Numb r of erson s with Industrial R lations e r1 n c in oth r co a l s • b. N umb r of p rso s with Ar d or s rson l exp r1 n e e c . Nu b e r of p rso s loy d 1r tly fro s hool or coll e d. Nu b r of person s f ro th r d part nts within the company APPENDIX B TABULATION OF QUESTION'NAIRE ANSWERS Questionnaires s e t: 13 0 Total usable r eturns (excludin g letters): 86 Total return 66 . 2 ~ e r ce t l(a) Is your company u ionize ? Us a b l r li s Yes No 6 5 · 27 144 l (b) If " y s" are a yun1on o l . war 1n . l I d strial R latio ns? U sabl r pli s y s No 61 l 60 2 D o you ma1 tain a tra i i g ro r a for I dustrial R latio s? Usabl r pli Y e s 6 No 12 3 Is this p ro g ra for al, o - t h - ·ob, or a c o bin tion? 57 Usabl r li s 0 - t - job Co bi atio 38 Formal 4 Four corr. anies c he c e all thre e ans wers . 145 4 Does your company utilize college or university classes for training purposes? Usable replies Solely Supplement Not at all 82 6 60 16 5 A re these courses at the undergraduate, graduate level, or both? Usable replies Under graduate Gra duate Both 73 21 8 44 6 Do you send Industrial R lations person l to association meetings or conf r nces? Usable r e lies Encourage Not encouraged Discouraged Compel 78 70 3 0 r 146 7 What societies or conferences? Companies replying 67 Association Times Mentioned PIRA 65 AMA 56 MAM 51 Chamber of Commerce 39 SAM 12 IRRA SCIRA 8 How long is your tr 1n1ng period? Usable re lies Time Vari ble, Ind f i ite or Continuous 2 - 36 months l - 2- months 12 mont s 6 - 12 ont s 6 mont s l - l days Non 2 No. of Compani s 1 l 1 2 7 147 9 Has any evaluation been made of your selection methods for Industrial Relations personnel? Usable replies Yes No What methods were used? Usable r lies Job performance Department audits 6 1 0 76 10 6 10 Have th results of this evalu tion b n written into a formal report? Usabl replies y s No 66 5 7 11 By whom was this valu tion mad ? Usabl r pli s / Evaluation ma by: Co any M nag m nt Outsid consult ts 5 1 2 Ar you satisfi d with your r sent s l ction an training 58 rocedures for Industrial R lations p rsonn l? Usable Yes No Undecid Other 58 r plies d 78 52 1 1 13 1 One company replied "there 1s always room for improvement. " 13 Do you select Industrial Relations personnel who have had no previous experience in any phase of your company's operations ? Usable replies Frequently Rarely Never 70 33 31 6 14 For what Industrial Relations positions do you hire inexperienced people? Total replies Position Clerical P rsonn l Assistants Int rvi w rs Job Analyst Traine 38 Times Mentioned 32 1 1 3 7 A ministrativ Assistants Wag and Salary 4 Labor Relatio s Assistants 3 Plant Safety 2 P rsonnel Research 2 148 149 15 To which of the following factors do you give the most weight in selecting Industrial Relations pe rsonnel? Indi cate ran k order of p reference. Usable replies 76 1st 2nd 3rd 4th Choice Choice Choice Choice Personal Characteristics 3 9 21 9 4 E x perience 27 13 12 5 Education 6 22 31 2 T e sting 2 4 4 29 Othe r 59 2 7 0 0 By allowing 4 points for each first pr feren c , 3 points for each s econd pref r nc , 2 for a c h third p r f r enc , and l for ea c h fourth prefer n e e , the ra king is as follows: Factor Total oints Personal Charac t risti c s 2 1 Experi nc 17 Educatio 15 4 Testing 7 0 th r 11 5 Others mentioned were : Common sense, ability, and potential. 150 l6a What particular type of experience lS sought? Usable replies 69 1st 2nd 3rd 4th Choice Choice Choice Choice Industrial Relations 54 3 2 0 Industrial Engineering 3 2 1 Law 2 1 4 0 Psychology 0 4 2 1 0th r 1060 1 2 0 6 OS t f b . d . . . f . . even vo es or us1n ss a m1n1strat1on, two or eng1neer1ng, one for practical lant experience. 16b Educational preferences? Usable replies Degree Bachelor's 1st Choice Personnel Administration 3 General Business A dmini s tra tion 14 Other 8 Industrial M na ement 7 Psychology 4 Law 3 Advanc d Personn l Administration Law 0th r sychology Industrial M na m t General Busin ss Administration 1 1 3 3 3 2 1 151 Rank Order l 1 2 3 4 5 6 7 8 11 12 61 ahers includ d liberal arts, 5 votes; en ine ring or scienc e , 3 votes; Ba helor's de re in ac countin , l vote. 152 The following rank order is obtained by assigning 6 points to each first choice, 5 to each second choice, 4 to each third choice, 3 to each fourth choice, 2 to eac h fifth choice, and l to each sixth choice. Degree Bachelor's Personne l Administration General Business Administration Industrial Management Psychology Law Othe rs Advanced P rsonn l A d inistration G n r al Busin ss A d i nistratio n In ustria l M n g m nt sychology Law 0th rs Total Points 305 28 7 24 6 144 1 0 3 71 8 0 66 60 3 4 29 Rank 1 2 3 4 5 6 7 8 9 1 0 11 12 l 7 Would you care to list any particular educational courses deemed desirable or necessary? Usable repli s Necessary Courses Course Labor Relations Industrial Relations Statistics Personnel Administration Psychology Accounting Unemploym nt 26 Times Mentioned 12 8 7 7 6 6 S lf - x pre s s ion ( p ch, n lish, writing ) 5 5 4 Econo . l CS ag and Salary A ministr tion Labor Law Busin ss L w H an R lations Social Sci n c s Testing Int rviewing age and Salary Job Evaluation Workman's Compensation Industrial Engineering 4 3 3 3 2 2 2 2 2 153 Courses Mentioned Qice: Sociology Mathematics Supervision English Literature Factory Management Grievance Procedures Industrial Manage Logic nt Desirable but not N cessary Courses Cours Labor Relations Statistics Economics English Public Speakin Busin ss Correspond nc Labor L a w and L gisl tion Personnel Administration Time Study Industrial M nage Writing nt Ti ntion d 1 0 8 3 3 3 3 2 2 2 2 154 Courses Mentioned Once: Accounting Business Administration Psychology Wage and Salary Administration Engineering Industrial Engineering Job Analysis and Evaluation Labor Law Labor Relations Mathematics Psychological Testing Re ort r ritin Hu an R lations 155 l hat ar th ro otio al possibiliti s for qualifi d Industrial Relations p rsonn l to advanc to top management in your company? Usabl replies E cell nt Good Fair Poor 62 14 32 10 6 156 19 What training programs other than Industrial Relations does your company maintain? Usable replies Yes No Training Program Conducted Executive Development Supervisory Organization and Policy English Sales Accounting Administration Job Training Engineering Administration Foreman Mana gem nt T raine Mechanical Drafting Techni al 71 61 10 Times Mentioned 37 ? ... 25 12 8 7 7 6 5 3 3 2 A 11 other programs wer mention d only one . Th y includ d: Animation Apprentice Cameraman Editing Production Safety Sales Brewery Procedure Hu an R lations IBM Trainee Indo ct rina tio n Merchandising Public Speaking Quality Control Conferenc L adership M thods Improv Mid l Managem nt Performanc e Revi w Production Control t Research Engineering Work Simplification 157 20 Indicate the immediate source of your company's present Industrial Relations personnel. Usable replies Source Previous Industrial Relations Experience Other Experience Within Company Military Personnel Experience No Experience From School or College 69 Companies Answering 62 59 52 53 Number of People 221 173 73 4 8 Companies taking people into Industrial R lations from oth r departments in the company hav on to th e followin g sourc s: Job Production Supervisors Cleri cal Time Study Ti es M ntion d 12 7 3
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Asset Metadata
Creator
Johnston, Lyle Francis
(author)
Core Title
Analysis of training techniques for industrial relations personnel in Southern California industry
School
College of Commerce and Business Administration
Degree
Master of Business Administration
Degree Program
Commerce
Degree Conferral Date
1958-06
Publication Date
05/08/1958
Defense Date
05/08/1958
Publisher
Los Angeles, California
(original),
University of Southern California
(original),
University of Southern California. Libraries
(digital)
Tag
OAI-PMH Harvest
Format
theses
(aat)
Language
English
Contributor
Digitized from microfilm by the USC Digital Library in 2023
(provenance)
Advisor
Goodell, R. A. (
committee chair
)
Permanent Link (DOI)
https://doi.org/10.25549/usctheses-oUC113174106
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UC113174106
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Com MBA '58 J72 (call number),etd-JohnstonFrancis-1958.pdf (filename)
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etd-JohnstonFrancis-1958
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Thesis
Format
theses (aat)
Rights
Johnston, Lyle Francis
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texts
Source
20230616-usctheses-microfilm-box8
(batch),
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University of Southern California Dissertations and Theses
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