Knowledge that Transforms

Abstract D ecision analysis suffers from a number of disadvantages, such as potentially spurious accuracy. However, an application to a problem that has a deep cultural interest gives us some insight into one of the real problems of decision‐making ‐ the will to act.

Abstract I n recent years a number of examples of social skill training have emerged. These have included techniques to improve an employee's relationship with customers, to encourage better relations between colleagues, to renew and develop organizations, and to promote personal growth. Many of these approaches have increasingly been reported in the literature with a concomitant interest in training evaluation. In a large study by the authors, evaluating various methods of social skill training in the catering industry, a number of new questionnaires and techniques of measurement were advanced. It was felt that people interested in appraisal of training in social skills (in different contexts) might be interested in seeing this package of research tools. Questionnaries are included which measure trainee perceptual change (self‐image, ideal‐image, others‐images and self‐esteem), change in trainees’ awareness of organizational variables ( i.e. understanding colleagues’ jobs), change in trainees’ behaviour at work, and an assessment of trainees’ plans in transferring social skill learning to their work environments. One of the most interesting techniques described is the use of an adapted Kelly Repertory Grid in generating bi‐polar adjectival scales for use in assessing change in trainees’ perception.

Abstract This paper reviews the practical value of a number of quantitative models of management pay structures at the level of the firm. The aim is to identify the practical, operational value of these models to salary administrators. Models developed in the last twenty years by Roberts (1956), Peason (1967), Simon (1957), Lydall (1959), Thorelli (1965) and Paterson (1972) are reviewed and their practical weaknesses highlighted. It is concluded that models of this nature are of considerable conceptual value in relating some of the economic and organizational factors involved in management pay. Most quantitative models appear to have mainly academic value. However, the paper demonstrates how an approach using a mixed Pearson and Paterson model can be applied in a practical fashion to yield useful salary administration guidelines. The Pearson model is based on a Pareto distribution of managerial salaries within the firm, while Paterson's model provides definitions of authority levels associated with management jobs. The combined Pearson/Paterson approach provides the administrator with a helpful framework which allows comparison of his firm's salary structure with those of companies in similar industries as well as measurement of changes within his salary structure over a selected time period.