Employee Relations within the Factory (Macmillan handbooks by William Mitchell, A.R. Corbett

By William Mitchell, A.R. Corbett

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When do over-65s-60s go? Is it to be last in, first out? What factors call for compassionate exceptions? What additional benefits (if any) are to be paid? How much paid time off is allowed for job-hunting? These questions require an answer, and policies should be available to guide junior management's actions at the earliest stage. If redundancy has to be effected it is imperative that it is seen to operate fairly and within a general consensus of factory opinion. Good planning will bring still greater dividends if it provides security of employment for those dependent on the company.

Delivery cost of, say, 0·75p per ton-mile. 55 This foreman knew what was required of him. He knew, too, because his company had produced a foreman's manual, what specialist services were available to him, his limits of authority on expenditure, discipline, etc. In addition to assessing performance in key areas, managers will often assess their supervisors annually in more specific activities. This system of appraisal identifies those areas where a supervisor is strong and those in which further training is necessary.

THE LEARNING PROCESS Man learns by a number of different processes and experiences. Many of our actions are 'habit', as, for example, changing gear in a car when engine sound reaches a certain pitch. Most experienced drivers will, without looking, accurately locate the tip of the gear 49 lever, apply just the right pressure to the clutch pedal, depress it only to the point needed to disengage the clutch (when driving a new car one tends to push the clutch pedal to the floorboards), move the gear lever, using minimum force of leverage, accurately into its new location, depress the accelerator pedal to achieve the newly required engine revolutions and control the speed of return of the clutch pedal to ensure smooth passage of the car.

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