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The purpose of this paper is to assess the use of two innovative job analysis techniques. First, a graphic‐based approach is used to collect job classification data. Second, the results are presented in a graphical representation to decision makers. In addition, the paper examines two concepts, similarity and relatedness, often confused by subject matter experts (SMEs) and decision makers in the context of job classification.

A case study approach was used. Focus groups of SMEs used a graphic‐based tool to group jobs into occupational clusters based on the concepts of similarity and relatedness. To effectively communicate the results to organizational decision makers a graphic presentation technique was used.

The paper found that SMEs were highly engaged in the graphical approach. Decision makers were also intrigued by the graphical presentation. In addition, the paper found confusion between the concepts of similarity and relatedness throughout the process. This confusion had important implications for the grouping of jobs into occupational clusters.

The graphic presentation of results highlighted issues around which the agency had been previously struggling. The approach allowed decision makers to examine and understand meaningful data and reach consensus on complex, multi‐faceted issues. The results also showed that people often confuse the similarity and relatedness of jobs, and that this confusion should be taken into consideration when communicating with non‐job analysts.

Job analysis and classification has changed little over the past several decades. This paper applies innovative ideas to job classification which are equally applicable to job analysis offering interesting avenues for future research and practice.

Case study research frequently includes collecting and interpreting stories individuals tell about their lives and event that they believe that they know about. Chapter 3 discusses storytelling theory and describes case study research in consumer behavior of stories that consumers tell about buying and using products and services. Storytelling is pervasive through life. Much information is stored, indexed, and retrieved in the form of stories. Although lectures tend to put people to sleep, stories move them to action. People relate to each other in terms of stories — and products and brands often play both central and peripheral roles in their stories. To aid storytelling research in consumer psychology, this chapter develops a narrative theory that describes how consumers use brands as props or anthropomorphic actors in stories they report about themselves and others. Such drama enactments enable these storytellers to experience powerful myths that reflect psychological archetypes. The chapter includes findings from case study research that probes propositions of the theory. Implications for consumer psychology and marketing practice follow the discussion of the findings.

AN ancient fable tells of strong brothers destined to great things. But one lay quietly, in his youth, applying goose grease to his muscles while the others disported among themselves in contest of strength. When the day of trial came it was the lone one, Atlas, who took the weight of the world upon his shoulders. The Greeks were neither fools nor strangers to work study.

“All things are in a constant state of change”, said Heraclitus of Ephesus. The waters if a river are for ever changing yet the river endures. Every particle of matter is in continual movement. All death is birth in a new form, all birth the death of the previous form. The seasons come and go. The myth of our own John Barleycorn, buried in the ground, yet resurrected in the Spring, has close parallels with the fertility rites of Greece and the Near East such as those of Hyacinthas, Hylas, Adonis and Dionysus, of Osiris the Egyptian deity, and Mondamin the Red Indian maize‐god. Indeed, the ritual and myth of Attis, born of a virgin, killed and resurrected on the third day, undoubtedly had a strong influence on Christianity.

April 21, 1970 Master and servant — Negligence — Vicarious liability — Course of employment — Employers instructing plaintiff to obey fellow‐employees' instructions — Practical joke by fellow‐employees — Plaintiff instructed to put hand up spout of grinding machine to clear alleged blockage — Machine accidentally set in motion — Plaintiff's hand injured — Whether employers vicariously liable — Onus of proof.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.