Search results

Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

The purpose of this paper is to present the possibilities of formal and structural appearances of a job description, with correct content, through corporate examples and the result of a research.

The author in this paper aims to demonstrate the possibilities of the design of job descriptions, based on more than ten-year-long, intense, empirical research of job descriptions (cca. 1,200 examined and analyzed items).

During the research work, a 2D job description sample has been created, mapped from a 3D job description, based on an earlier research. This 2D sample can serve as a good starting point for companies in the creation of new documents. Furthermore, the process of the formal visualization of job descriptions has been described, and structured and semi-structured formal visualization have been illustrated, with corporate examples.

A well-visualized job description can lead the employee, the employer and the company as well to comprehension and competence, thus job descriptions become one of the tools of HRD visual management.

The aim is to support the job description writing process, which therefore will lead to a well-formed and well-structured, attractive, “living” document.

The form and content of a job description, the aims that it serves and the message it conveys really make a difference. 3D job descriptions are under patent design protection in Hungary (Registration Number: 90 806 D0500121).

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

The purpose of this paper is to present the necessary accessories for creating a job description, through a model. The model concentrates on the person and a job description document, which is capable of connecting and synchronising the organizational goals. The author introduces a tool that assists in creating job descriptions.

In the present paper the author integrates the conclusions of the authors on the subject and her own research results, on the basis of which she creates a three dimensional (3D) job description model. This 3D model could be used as a resource in the human resource development field.

The elements of the resulting job description document: the method specific accessories of the job descriptions. The content specific accessories of the job descriptions. The person specific accessories of the job descriptions.

The 3D job description, which is presented in the study, was preceded by the development of a general model. The very first application of the general model was in connection with competence tests, which have gained popularity lately. Competences can be classified in different ways. Each aspect of classification corresponds to a face of a tetrahedron, five of which comprise the model. This model is also adaptable for other kinds of research used at research centres, educational institutions and companies.

The 3D job description being presented was developed as a special, multi-dimensional data model. The model allows us to discover and present the causal relationships and the connections between the parts and the whole of job description elements. It demonstrates the interacting factors clearly due to the fact that the tetrahedrons can be rolled over one another, and it is adaptable for the mapping of the connections between these factors.

The model is capable of defining the central elements. In this case, the people and the organization of work are in the centre. The 3D job description is adaptable for modelling by the exploration of logical links, so it can show what kind of “whole” is generated by the given elements and what parts it consists of. Therefore the model can be interpreted as a network of connections, which is capable of illustrating the vertical and horizontal structure, due to the special form of tetrahedrons. The model is perfect for the demonstration of the connections between contents on the faces of the tetrahedrons, due to their form and movability.

The elaboration and presentation of the general model, protected by design patent (90 806 D0500121) in Hungary, was stimulated by the fact that during different kinds of research and analyses it is an important task to explore the influencing factors, elements and their connections. This is of primary importance especially at the early stage of research and analysis, because the negligence of these in the early stages results in the fact that those particular factors can be taken into account only during a repeated analysis.

In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

This research identifies the forms of tacit knowledge frequently requested in the job descriptions of knowledge workers in a multinational automotive manufacturer's product development department. It then explores how and why the most requested forms of tacit knowledge are used in practice to achieve organizational goals.

This study follows a sequential mixed-methods approach to quantify the most frequently requested forms of tacit knowledge within internal job descriptions and then explores how and why this tacit knowledge is used. The first stage applies manifest content analysis to internal job descriptions to highlight the epitomes of tacit knowledge to identify the most frequently requested forms of tacit knowledge. The second stage employs semi-structured interviews to explore the use of the most frequently requested forms of tacit knowledge in practice.

The research indicated that the organization most frequently requested tacit knowledge in the form of skills and experience in the job descriptions of knowledge workers in the product development department. When the use and application of tacit knowledge in the form of skills were further explored in practice, it was found that tacit knowledge-based socially-focused skills were used, which was underpinned by the need to bring people together and align them towards a common goal to make things work; by enabling people to work together as a team; by developing and using networks; and acting as a required resource to support the development and integration in product development. Tacit knowledge in the form of experience was applied through the application of personally obtained experience to enhance development work by acting as a pacemaker for increasing efficiency and a sense of upcoming issues.

This work addresses the paucity of studies identifying tacit knowledge in large organizations and meets calls to investigate the processes and activities related to tacit knowledge in specific contexts.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.