Survey techniques in urban freight transport studies

This article reviews and assesses the various survey techniques that have been used in studies in which data have been collected to obtain an understanding of road-based urban freight transport activities. The review identified 162 such studies in 18 countries over the last 50 years, and 12 different types of urban survey technique. In the studies reviewed, establishment surveys have been the most commonly used technique, followed by freight operator surveys, vehicle observation surveys, driver surveys, roadside interview surveys, and vehicle trip diaries. Few examples of other survey techniques (commodity flow, parking, global positioning system, supplier and service provider surveys) were identified. Establishment and vehicle observation surveys have the potential to offer insight into a wider range of issues associated with urban freight deliveries and collections to and from establishments in a specific urban area than the other survey techniques reviewed. These two survey techniques can provide insight into the frequency of goods vehicles deliveries and collections by time of day and day of week, the activities involved in the loading/unloading process, and the freight requirements of individual establishments. However, all 12 survey techniques provide insight into varying aspects of urban freight operations and various combinations are therefore likely to be used in future studies.

An assessment of manager/subordinate perceptions of performance appraisal effectiveness

This study postulates that performance appraisal will be effective to the extent that managers and subordinates have a shared perception of its purpose and function and the degree to which it meets the needs of both groups. A two part research project was conducted to: 1) identify manager/subordinate perceptions of the purposes served by the formal performance appraisal process; 2) determine the extent to which these purposes are being satisfied in organizational practice; and 3) assess if managers and subordinates have a shared perception of the effectiveness of the appraisal process. The sample for the study included 36 managers and 143 subordinates from a division of a large Midwest service organization. The results were mixed with regard to the appraisal system effectively accomplishing its diverse goals. However, in general, there was support for the notion that both managers and subordinates find the appraisal process to be a worthwhile organizational practice. Approximately 70% of the respondents indicated that they would participate in the appraisal program whether they were required to do so or not.