Some social factors in job placement and community life of the handicapped, as seen in two industrial plants on eastern Long Island; a research project conducted under the auspices of the graduate division of Adelphi College. First interim report: June 15, 1956.

Bibliography: leaves 182-196.

The evaluation of a causal model of job performance : the relation of job experience and general mental ability to job performance /

"December 1986."

Job-exits and job-to-job transitions in the U.S. : an empirical analysis using SIPP /

Includes bibliographical references (p. 17).

Job opportunities for older people : the account of a pilot project, Job opportunities and vocational counseling, conducted at Philadelphia Center for Older People /

Includes bibliographical references.

An economist's view of job satisfaction and worker alienation / by Daniel S. Hamermesh.

Cover title.

Part-time job growth and the labor effects of policy responses : an overview /

"Updated December 8, 1998."

A declaration of the views of the Society of Friends : in relation to church government. Compiled principally from the writings of George Fox, Stephen Crisp, Robert Barclay and William Penn.

Smith I:770.

The story of the "Grafton" portrait of William Shakespeare : with an account of the sack and destruction of the manor house of Grafton Regis by the parliamentary forces on Christmas Eve, 1643 /

"The publication of this work, which it was intended shoud take place in the autumn of 1914, has unavoidably been postponed owing to illness and lamented death of the author and the outbreak of war"--Note dated June 1915 inserted.

Job tenure and occupational change, 1981 /

Mode of access: Internet.

The sacred history of the world, as displayed in the creation and subsequent events to the Deluge. Attempted to be philosophically considered in a series of letters to a son.

Title of v. 2 varies slightly.

Job description and classification manual : for hourly rated production, maintenance and non-confidential clerical jobs, January 1, 1953.

Mode of access: Internet.

Inter-organisational networks, value creation and the process of technology integration in research and development

Traditional methods of R&D management are no longer sufficient for embracing innovations and leveraging complex new technologies to fully integrated positions in established systems. This paper presents the view that the technology integration process is a result of fundamental interactions embedded in inter-organisational activities. Emerging industries, high technology companies and knowledge intensive organisations owe a large part of their viability to complex networks of inter-organisational interactions and relationships. R&D organisations are the gatekeepers in the technology integration process with their initial sanction and motivation to develop technologies providing the first point of entry. Networks rely on the activities of stakeholders to provide the foundations of collaborative R&D activities, business-to-business marketing and strategic alliances. Such complex inter-organisational interactions and relationships influence value creation and organisational goals as stakeholders seek to gain investment opportunities. A theoretical model is developed here that contributes to our understanding of technology integration (adoption) as a dynamic process, which is simultaneously structured and enacted through the activities of stakeholders and organisations in complex inter-organisational networks of sanction and integration.

Job uncertainty and personal control during downsizing: A comparison of survivors and victims

This study developed and tested a model of job uncertainty for survivors and victims of downsizing. Data were collected from three samples of employees in a public hospital, each representing three phases of the downsizing process: immediately before the announcement of the redeployment of staff, during the implementation of the downsizing, and towards the end of the official change programme. As predicted, levels of job uncertainty and personal control had a direct relationship with emotional exhaustion and job satisfaction, In addition, there was evidence to suggest that personal control mediated the relationship between job uncertainty and employee adjustment, a pattern of results that varied across each of the three phases of the change event. From the perspective of the organization's overall climate, it was found that levels of job uncertainty, personal control and job satisfaction improved and/or stabilized over the downsizing process. During the implementation phase, survivors experienced higher levels of personal control than victims, but both groups of employees reported similar levels of job uncertainty. We discuss the implications of our results for strategically managing uncertainty during and after organizational change.

A longitudinal investigation of coping processes during a merger: Implications for job satisfaction and organizational identification

This study tested the utility of a stress and coping model of employee adjustment to a merger Two hundred and twenty employees completed both questionnaires (Time 1: 3 months after merger implementation; Time 2: 2 years later). Structural equation modeling analyses revealed that positive event characteristics predicted greater appraisals of self-efficacy and less stress at Time 1. Self-efficacy, in turn, predicted greater use of problem-focused coping at Time 2, whereas stress predicted a greater use of problem-focused and avoidance coping. Finally, problem-focused coping predicted higher levels of job satisfaction and identification with the merged organization (Time 2), whereas avoidance coping predicted lower identification.