Article Abstract:
Paul Revere Insurance Group (Worcester, Massachusetts) has developed a comprehensive employee involvement program that includes quality circles reporting to a centralized quality management team, monthly meetings involving upper management and circle leaders, and rewards for innovative concepts adopted by the corporation. Since the program was established in January 1984, Paul Revere has realized approximately $8 million in operational savings, while implementing more than 800 ideas advocated by the 1,200 participating employees. At Paul Revere, quality questions are divided between 'quality in fact' issues and 'quality in perception' issues. The mechanisms of the employee involvement program are detailed.
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Article Abstract:
The dual (and triple) ladder career concept, introduced over 35 years ago, offers a solution to the need of professional people for prestige, autonomy, and responsibility without going through the management track. However, some companies have abandoned their dual ladder career plans, and critics of the plan claim that it isolates professionals, it is a dumping ground for failed managers and professionals, and does not reward them equally with managerial personnel. The dual ladder system assumes that professionals and managers come from different cultures and have different values; thus, advancement up the professional ladder depends on excellence in one's selected discipline.
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Article Abstract:
Telecommuting can improve employee productivity, allow working parents to spend more time with their families, and allow employees who are on maternity leave or ill to keep up with their work. There are some potential disadvantages to telecommuting. Employees may feel isolated from other workers. Telecommuting can diminish an employee's opportunities for advancement. Telecommuting has been used to exploit workers through piece work arrangements or to prevent workers from acting collectively. Telecommuting programs should be carefully planned and tested prior to implementation.
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