Abstracts

Human resources and labor relations

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Testing leads displaced workers into new careers

Article Abstract:

Private Industry Councils (PICs) all over the country are helping some 15.3 million victims of downsizing and job elimination find employment. The PIC in Tampa Bay, FL, tries to find a match between the qualifications of the displaced workers and the requirements of available jobs in the area. The Council makes use of the Wonderlic Personnel Test to assess what is needed to close the gap between the unemployed individual's last job and the next. The Tampa Bay PIC also uses the Test of Adult Basic Education to gauge the workers' level of achievement in such areas as reading, spelling, language and mathematics. These diagnostic tests help identify the areas where the workers need training to increase their chances of finding employment. After identifying the workers' training needs, the PIC offers them information on local schools offering the needed training.

Testing, Occupational training, Displaced workers

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Honor thy co-workers

Article Abstract:

A highly productive and cohesive team operates in an environment of honor and mutual respect for one another. The failure of team members to honor the decisions of co-workers encourages an environment of distrust and disrespect within the team and leads to the whole team's failure to achieve a common goal. Managers serving as team leaders contribute to this unfavorable work environment by handing over the decision-making function to committees. Establishing honor as a critical work value within the work team not only encourages consensual decision-making process but also a parallel-type of decision making. This begins when team managers are able to encourage team members to honor the decisions of coworkers while they themselves show their own ability to honor the decisions of their team members.

Social aspects, Appreciation, Work environment, Organizational behavior, Honor

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New plant closing law aids workers in transition

Article Abstract:

The Workers Adjustment and Retraining Notification Act of 1988 provides for a 60-day notice of plant closing. It will take effect Feb 4, 1989. The act attempts to address the need to warn employees of closing in advance. A study reveals that historically, 30% of employers gave no advance notice to blue-collar workers, and 34% gave only two weeks or less. An advanced notice state law in Maine reduced the effect on local unemployment one month after a layoff from 0.8% before the law passed to 0.3%. Supporters of the new act cite research that shows employers will save $300 million to $400 million each year in unemployment insurance expenses, and they will reduce joblessness.

Analysis, Laws, regulations and rules, Labor relations, Plant shutdowns, Working class

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