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Traditionally, the differences between men and women have been used as excuses to exclude females from certain jobs. Occupational segregation is the term that has been used to describe the heavy concentrations of men and women into different jobs. For example, occupational segregation supposedly explains why men dominate managerial positions while women are often consigned to other occupations with lower pay, status, and responsibility. Specifically, Fierman (1990) reported that only nineteen of more than four thousand people (less than half of one per cent) listed as the highest paid officers and directors of the largest eight hundred public U.S. companies were women.

It is generally accepted that irrespective of training, motivational programmes, and the development of positive work environments, not all personnel will perform at acceptable levels. In an effort to change behaviour, many organizations attempt to develop formal disciplinary procedures that include a number of possible disciplinary actions, with each disciplinary action identified as a reasonable response to defined levels of unsatisfactory performance. Unfortunately, few academic organizations have developed or implemented “appropriate‐response” disciplinary procedures or programmes. Without such reasoned disciplinary procedures, organizational responses to unacceptable performance may take on many of the characteristics of punishment rather than discipline. Explores the barriers to such disciplinary programmes in academic organizations.

Examines employees′ attitudes towards the value of sharing the costs of health care benefits. Argues that heightened employee awareness of value of these benefits will not necessarily result in the positive attitude changes envisioned by employers. Suggests that equity theory may serve as a reasonable model for considering how employees may respond to health sharing proposals. Cautions employers to reconsider the projected cost savings and potential negative behavioural consequences of such strategies.

Any number of explanations can be offered for the inclusion of health‐care benefits as a component of compensation. Among the more obvious and generally accepted explanations are: the cost‐effectiveness of large group purchases by the organization, the positive tax consequences for the employee; the employer′s response to labour market competition; or, even, that the inclusion of this benefit reflects the historical response of some organizations and unions to wage controls during the Second World War.

Efforts to apply discipline in an academic organization are difficult at best, and seemingly impossible in situations where the impetus for a discipline response is unnacceptable performance. It is often postulated that tenure represents a significant barrier to the application of discipline in an academic organization. Reasonable access to discipline actions cannot, however, be viewed as an independent aspect of the academic organization. Rather, such access must be viewed as one of the many interactive attributes that, in total, serve to define the organization. Justifiable access to discipline actions can be expected only as the academic organization begins to meld these many and often disparate attributes into a cohesive statement of the organization′s definition and role. Identifies underlying assumptions necessary for the development of such strategies.

After 38 years as a Sawell Publication, WORK STUDY passes to new owners: MCB University Press, a global publishing company with some sixty titles, almost exclusively in the area of management, a Bradford HQ and offices in Singapore and Brisbane.

Attempts to discover whether African Americans who aspire to managerial positions are the victims of racial discrimination. Seeks to provide insight into the perceptions of these candidates against a managerial profile. Provides the results of a survey of 231 African American students at a business school of a historically African‐American University in the southern USA. Concludes that some African‐Americans’ experiences are unique to this minority.

This research was designed to investigate what differences might exist between graduating African American and White business students regarding achievement motivation as determined by their fear of success and fear of appearing incompetent and whether there exists any moderating influence based upon their attitude toward the role of women in society. The sample consisted of 99 African American students and 102 White students. African Americans scored significantly lower than Whites on the Fear of Appearing Incompetent Scale. Likewise, African American women scored significantly lower than white women on this scale. No differences were found in the scores among African American Males and White males on the Fear of Appearing Incompetent Scale. For the entire sample, those with a progressive view of women scored higher on the Fear of Success Scale than those with traditional views of women. Achievement motivation among the groups of respondents is also evaluated.

This survey‐based study examines gender‐based perspectives of job orientation, expectations, and motivations in the country of Poland.

Polish professionals were asked to rate 25 job characteristics according to their importance to the rater on a five‐point scale (5 = very important, 1 = not important). Mean scores were calculated and rank ordered for males and females separately. Two‐tailed t‐tests between male and female scores for each item tested for significant differences. A principle components factor analysis with rotation by the varimax method was performed on the correlation matrix of the 25 job characteristics.

Results show that males and females differ on 15 of the 25 job characteristics. Standard deviations of the importance ratings were examined. They were higher for males on 21 of 25 items, with a mean standard deviation of 0.96 for males and 0.87 for females. A paired t‐test ((1−(2 = 0)) resulted in rejecting the null hypothesis (p ≤ 0.001). Thus, for the respondents in this study, females as a group are significantly more homogeneous than are the males. Results of factor analysis with orthogonal rotation by the varimax method produced three factors of eigenvalues greater than 1.5, accounting for 37.3 per cent of the total variance. Factor I accounted for 17.9 per cent of the total variance and includes six job characteristics related to long term career objectives. Factor II deals with characteristics which can be classified as intellectual activity and explained 12.7 per cent of the total variance. Factor III included four characteristics related to structure and accounted for 6.7 per cent of the variance.

It would be worthwhile to extend the survey in the future to address three key issues: 1 – group respondents by years of service, for example, less than 5 years, more than 10 years, and so forth; 2 – control for salary levels; 3 – adjust for changes in the unemployment rate.

This research indicates that even though money is an important motivator (number 1 for males and number 5 for females), there are certainly other methods of motivation beyond financial ones. This is particularly significant for foreign corporations investing in Poland. Such knowledge should provide organizations that use it as a competitive advantage not tied exclusively to monetary outlays.

Poland is a developing economy which many observers believe is the most attractive emerging market in the expanding European Union. As such, the findings here should help organizations, both endogenous and exogenous, attract and retain employees.

Attempts to extend the work of a study which examined the differences that exist between the attitudes of White and African American college business students using the Blacks in Business Scale (Stevens, 1984). Considers particularly the perception of white students with regards to their beliefs about African Americans. Concludes that White students hold a positive view of their counterparts but African Americans still believe that White students have a less positive view of African Americans than they themselves possess. Discusses the implications for managers.