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Article
Publication date: 1 December 2001

Dean Elmuti

Addresses the issue of cultural diversity in the workplace. Covers the subjects of gender, multiculturalism and age‐related issues, providing a number of statistics for…

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1103

Abstract

Addresses the issue of cultural diversity in the workplace. Covers the subjects of gender, multiculturalism and age‐related issues, providing a number of statistics for examples. Looks at the impact of technology in areas such as intranets, e‐mail and Web marketing, customer relationship management, virtual offices, automation and virtual teams. Examines the implications of these relationships for corporate America today and in the future.

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Equal Opportunities International, vol. 20 no. 8
Type: Research Article
ISSN: 0261-0159

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Article
Publication date: 28 October 2003

Dean Elmuti

Outsourcing is the strategic use of outside resources to perform activities that are usually handled by internal staff and resources. By using a well‐managed outsourcing…

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2036

Abstract

Outsourcing is the strategic use of outside resources to perform activities that are usually handled by internal staff and resources. By using a well‐managed outsourcing agreement, companies can gain in markets that would otherwise be uneconomical. This study was designed to explore why companies are undertaking outsourcing projects and identifies factors that may facilitate or impede outsourcing projects. In addition, this article examines the relationships between outsourcing strategies and organizational performance. The results show that organizations generally considered themselves successful at outsourcing. However, while they achieved significant improvement in organizational performance, they have not reached the magnitude of improvements ascribed to outsourcing.

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American Journal of Business, vol. 18 no. 2
Type: Research Article
ISSN: 1935-5181

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Article
Publication date: 1 September 1997

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01437729610154136. When citing…

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1716

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01437729610154136. When citing the article, please cite: Dean Elmuti, (1996), “The perceived impact of team-based management systems on organizational effectiveness”, International Journal of Manpower, Vol. 17 Iss: 8, pp. 4 - 17.

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Team Performance Management: An International Journal, vol. 3 no. 3
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 1 December 2003

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02610150310787351. When citing…

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1390

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02610150310787351. When citing the article, please cite: Dean Elmuti, Judith Lehman, Brandon Harmon, Xiaoyan Lu, Andrea Pape, Ren Zhang, Terad Zimmerle, (2003), “Inequality between genders in the executive suite in corporate America: moral and ethical issues”, Equal Opportunities International, Vol. 22 Iss: 2, pp. 40 - 58.

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Equal Opportunities International, vol. 22 no. 8
Type: Research Article
ISSN: 0261-0159

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Article
Publication date: 22 April 1997

Dean Elmuti and Yunus Kathawala

The impact of participation in a self‐managed teams program on employee quality of work life attitudes, and on productivity and quality was studied among employees in a…

Abstract

The impact of participation in a self‐managed teams program on employee quality of work life attitudes, and on productivity and quality was studied among employees in a manufacturing firm located in the mid‐western United States. Employee productivity and quality changes were measured by collecting and analyzing actual organizational data, for a thirty‐six month period. The attitudinal results indicate that self‐managed teams improved participants’ quality of work life. The performance results document a positive and substantial impact of self‐managed teams program on employee productivity, efficiency and quality. However, implementation of self‐managing teams is a complex task that requires time and commitment of resources to reap potential rewards.

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American Journal of Business, vol. 12 no. 1
Type: Research Article
ISSN: 1935-5181

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Article
Publication date: 1 March 1991

Yunus Kathawala and Dean Elmuti

According to John Naisbitt, author of Megatrends, the United States is moving from an industrial to an information society. This is evident in the rapidly growing service…

Abstract

According to John Naisbitt, author of Megatrends, the United States is moving from an industrial to an information society. This is evident in the rapidly growing service industry. From 1969 to 1976, ninety percent of the newly created jobs were white collar or service oriented positions. In 1981, almost seventy percent of all jobs were in the service industry. This percentage is expected to increase to near ninety percent by 1990. The Coalition of Service Industries, Inc. estimates that service industries generate two‐thirds of the United States Gross National Product, and service industries employ three out of four working Americans. Another reason for the increase in concern for service quality is the rise of the “get my money's worth” consumer, a value‐seeking shopper who thinks in terms of total use cost rather than just initial acquisition cost.

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Management Research News, vol. 14 no. 3
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 1 January 1992

Yunus Kathawala, Sudhir Chawla and Dean Elmuti

Focuses on computer‐integrated manufacturing′s macro aspects andits strategic implications. Defines CIM at the macro and micro level andthe various factors that strongly…

Abstract

Focuses on computer‐integrated manufacturing′s macro aspects and its strategic implications. Defines CIM at the macro and micro level and the various factors that strongly call for the implementation of CIM. After going into the advantages, concludes with implications for the future.

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Integrated Manufacturing Systems, vol. 3 no. 1
Type: Research Article
ISSN: 0957-6061

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Article
Publication date: 1 August 1992

Dean Elmuti, Yunus Kathawala and Robert Wayland

Compares the traditional performance appraisal systems withDeming′s philosophy of operating a production system focused on qualityfor the consumer. W. Edwards Deming has…

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1675

Abstract

Compares the traditional performance appraisal systems with Deming′s philosophy of operating a production system focused on quality for the consumer. W. Edwards Deming has long challenged the effectiveness of traditional performance appraisal systems used by American managers. He criticizes the traditional performance appraisal system of rewarding “win‐lose” results rather than supporting “win‐win” aims, thereby placing so much emphasis on judging and ranking people and using extrinsic motivational means. He recommends replacing the traditional performance systems that encourage win‐lose behaviour with systems that promote co‐operative and supportive behaviour. The Deming approach to performance appraisal involves a complete change of the traditional system to one that concentrates on managers being highly focused on quality and long‐term improvement. The successful implementations of Deming′s management approach in several American organizations were examined as available means of integrating performance appraisals into their quality system. The more successful companies have found remarkable improvement in consumer recognition, sales, market share, operating costs, customer satisfaction, employee morale, and of course quality. Such actions will not only help to strengthen these companies′ market position, but will help to improve the overall global competitiveness of American industry.

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Management Decision, vol. 30 no. 8
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 May 1993

Dean Elmuti

Presents a longitudinal field study which compares changes inperceptions of productivity and attendance behaviours for participantsin a drug‐testing programme in a…

Abstract

Presents a longitudinal field study which compares changes in perceptions of productivity and attendance behaviours for participants in a drug‐testing programme in a manufacturing firm in the mid‐western USA. Employee efficiency, productivity and absenteeism changes related to the implementation of the drug‐testing programme were measured by collecting and analysing actual organizational data. Data for each of the measures were collected for a 42‐month period, ranging from 18‐months prior to the implementation of the programme to 24‐months after the programme began. The attitudinal results provide, at best, circumspect support for the claims of drug‐testing proponents that the programme reduces drug abuse in the workplace and improves overall productivity. The performance results, however, document a positive and substantial impact of drug testing initiative on employee productivity and absenteeism rates.

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International Journal of Manpower, vol. 14 no. 5
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 July 1990

Yunus Kathawala, Kevin J. Moore and Dean Elmuti

A survey was conducted to test the preferenceof salaried employees when given the option ofincreased pay versus increased job security. Thestudy also looked at various job…

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1619

Abstract

A survey was conducted to test the preference of salaried employees when given the option of increased pay versus increased job security. The study also looked at various job characteristics and compared how employees ranked them as motivators and satisfiers. Subjects were 41 automobile industry salaried employees who responded to written questionnaires. The results showed a preference for increased salary over increase in job security. Respondents who preferred a salary increase demonstrated a less satisfied attitude with current salary and overall satisfaction with the job. Those preferring increased security ranked security higher than salary as a satisfier, but not as a motivator. Those preferring a salary increase ranked compensation higher than job security as a motivator and a satisfier. One group, male middle managers, showed a higher preference for salary increase versus increased security. Overall average response ranking of job elements resulted in compensation being ranked as the number one element in importance towards job satisfation while increase in salary for performance ranked as the number one element in importance in motivating employees. Job security ranked fifth as a satisfier and seventh as a motivator overall.

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International Journal of Manpower, vol. 11 no. 7
Type: Research Article
ISSN: 0143-7720

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