ETHNOCENTRISM

AS IT RELATES TO

RECRUITING AND HIRING

HARDCORE UNEMPLOYED

by

Barton M. Palmer

A thesis

submitted in partial

fulfil lment of the requirements for the degree of

Master of Business Administration in the School of Business

Fresno State College

June, 1970

TABLE OF CONTENTS

Page

LIST OF TABLES

Chapter

1 . INTRODUCTION i

POVERTY 1

National Problem 2

Unemployment as Major Cause 2

MINORITY UNEMPLOYMENT PROBLEMS 4

Lack of Education and Skil ls 5

Recruiting and Screening Policies 6

Ethnocentrism 6

PURPOSE OF THE STUDY 8

HYPOTHESIS 8

SIGNIFICANCE OF THE STUDY 8

ASSUMPTIONS AN D LIMI TATIONS 9

2. RELATED RESEARCH 11

BEHAVIOR MODEL 1 1

HIRING AND SCREENING 12

Public Reaction to Anti-Poverty Programs 12

Employer 's Hiring Policies 15

ATTITUDE OF ETHNOCENTRISM 16

Non-white Income Disparity 16

Underachievement of Minorities 16

i l l

iv Chapter P a g e

Occupational Values and Attitudes 17

Conservatism and Ethnocentrlsm 1 9

3. METHODOLOGY 20

OPERATIONAL DEFINITIONS 20

SAMPLING 21

QUESTIONNAIRE 21

LETTER 23

STATISTICAL ANALYSIS 23

4. ANALYSIS OF RESULTS 25

SURVEY RESULTS 25

Limiting Factors 25

Recruit ing and Screening 25

Attitude Factors 2o

ANALYSIS OF THE RES ULTS 26

Correlation Within Groups 26

Relationship Between Groups 2?

Attitude Test 27

5. CONCLUSIONS AND RE COMMENDATIONS 29

CONCLUSIONS 29

Hypothesis 29

Conservative Attitude 29

REC OMMENDATIONS 30

REFERENCES 31

BIBLIOGRAPHY 33

APPENDIXES 38

A. Letter of Introduction

V Chapter -0„,_

B. Questionnaire 39

C. Formulas 4p

D. Comments by Businessmen 43

LIS? OF TABLES

T a b l e Page

1. Public Opinion Regarding Anti-Poverty Programs 13

2. Hiring Policies Among Employers in New Haven and Charlotte -j 5

3. Occupational Values and Atti tudes of the American Poor 18

4. Summary of Survey Data 26

vi

Chapter 1

INTRODUCTION

POVERTY

The ingenuity, drive and abili ty of the American

businessman has led to the development of the most efficient

production and distribution system in history. The obvious

result is a period of unprecedented prosperty and affluence;

however, this condition has not been achieved without some

significant sacrifices. There has been a great deal of

publicity recently concerning the waste, misuse and polution

of our land, water resources and the air. There is also an

increasing concern for the development and use of one of our

most important assets - human resources. In spite of the gen­

eral affluence of our society, nat ional leaders have not arrived

at any viable solution for eliminating poverty. ' With the

ever increasing urbanization of the population and the concen­

tration of the disadvantaged in the center city areas, there

is increasing pressure on the business community to broaden

its purposes to include achievement of a wide range of social

objectives. The general public seems to think that business

has been too concerned with profit at the expense of public p

res"oonsibili ty and economic well being. ihe newer attii /Uae

expects business leadership to be active in seeking solutions

to the many current social problems.

2

National Problem

Poverty is a national problem in distr ibution of

resources and not a local problem of individual usage and

exploitation. The problem is not that the poor are indifferent

to opportunity, but that the opportunities have not been 3 created yet. Managers of economic enterprises must f ind some

answers to alleviate poverty. The f irst step is to understand

the needs, values and environment of the poor. The problem

has been stated as being that the poor have too l i t t le money

to be useful; however, a more viable restatement of the problem

was made which presented the idea that usefulness was the 4 crit ical problem of the poor.

Many mayors, governors and enlightened business leaders

recognize that the best approach to the problem is to provide

jobs and houses for the culturally deprived. Some think that

the business community is i ll-prepared and often unwilling to

finance social programs foreign to the usual goals of business,

but there are many who are more optimistic about the situation

and believe that business has the abili ty to influence public

opinion and the technological skil ls , managerial expertise, 5 capital and power to provide the necessary joos.

Unemployment as Major Cause

While there Is broad agreement that unemployment is

the main cause of poverty, there is also a substantial amount

of l i terature that identifies much of the unemployment problem

with minority groups. A f ew statistics will serve to put this

p h a s e o f t h e p r o b l e m i n p e r s p e c t i v e . I n 1 9 6 ? t h e r e w e r e \ \ %

3

oi the white population l iving below the poverty l ine and

over 4G% of the non-white population in the same category.

While Negro families are generally larger than white families,

their median income was only 59^ of that of white families in

that same year. Despite continuing economic growth and

declining unemployment rates, the unemployment rate for Negroes

nationally was more than double that for whites. In one

study, the total of unemployment and underemployment was 33^}

which was almost nine times greater than the overall rate for

all United States workers. This concentration of male Negroes

at the lowest end of the occupational scale is the single most

important cause of poverty among blacks. Roger Lewis,

President of General Dynamics, says that i t is absolutely

necessary for business to bring the underprivileged minority 6 groups into the mainstream of the economy. Others say that

private business programs for solving urban and minority prob­

lems are more than social responsibil ity; they are a necessary

part of producing better profits and can help to break the

cycle of unemployment, low family Income, poor housing, poor 7 education and back to unemployment.

While the rapidly changing social environment has had

an Impact on the social atti tudes and values of society, many

corporations have not kept pace. ihe corpora&ion nao -six ed

to develop new strategies and organization structures designed

to cope with the rapidly changing conditions. The well devel­

oped decision making structure is problem-solution oriented

and the problems of the minorit ies and communities are deep

A

rooted and not solved in a short t ime. Top management must

demonstrate acceptance of social responsibili ty and foster

P u Q- l- l c concern at all levels of the structure* They must also

understand that social change is slow and requires innovative Q

decisions and risk taking.

According to Peter F. Drucker, the major assumptions

of management of the past fif ty years are rapidly becoming

inappropriate to the changing role demanded by the new reality

in the business community. Within ten years he claims that

we will be less concerned with developing management and more

with adapting organizations to the needs, aspirations and

potential of individuals. Management will be called on to

generate and direct the development of human resources and may Q

become the bridge for cultural diversity.

In summary, there is general agreement among national

leaders in education, business and government in two areas:

First , poverty is a national problem and there must be a massive

attempt by al l segments of the economy to solve the problems;

Second, the major factor which is responsible for poverty is

the concentration of hardcore unemployed in the urban slums,

and minority groups are much more l ikely to be bearing the

brunt of the unemployment problem.

MINORITY UNEMPLOYMENT PROBLEMS

"I never met anybody who was hardcore - until I met

social scientists, teachers, personnel directors and manpower

specialists who are really hardcore - failures, that is , in

5

reaching stared goals with specific populations • The

author 01 this statement, a well educated black man, took off

his dress shirt and t ie and made the rounds of employment

ott ices in search of manual labor. The experience convinced

him that looking x or work is a demeaning and embittering task

and those who do not have money or power are destroyed by the

system.

There are many facets to the problem of integrating

the disadvantaged into the mainstream of the American economy,

and i t is important to briefly discuss three of these factors

that relate directly to this study.

Lack of Education and Skills

One source has identified the median number of school

years completed as follows: Total population, 11.4 years; non-

white population, 6.7 years. A major assumption underlying

most of the job training programs was that the basic cause of

poverty was in the poor themselves - lack of skills , motivation

and personal at ti tudes. As a result of this, the focus of most

programs has been on reeducation and socialization. The impact

of automation has been strongly felt by these workers who were

unskil led. Industry, in most cases, has not thought of retrain­

ing ana placing people at the t ime they started designing new

equipment. Training directors, educators and legislators have

not been aware of the pulse of top management and as a result

there has not been intensive planning for long-range objectives

which would Include help for individuals to experience personal 11 growth and s e l f-realization."

6 Recrult ina: and screening •policies

The second factor in minority unemployment covers

these two closely related functions in organizations. While

s o" e firms are beginning to relax their recruiting and hiring

policies, there are stil l many barriers facing the minority

person who is seeking work. Some companies will use methods

that will not even reach the person in the first place, and

others recruit through agencies that do not contact poverty

people. While labor unions have preached civil rights and

equal opportunity, i t has been mostly Idealism and no action.

In craft unions there has been much discrimination for friends

and relatives. Labor leaders have not even been sensit ive or

responsive to the needs and aspirations of their black members.

The screening process of most f irms is a natural place

to eliminate many of the disadvantaged who get that far in the

system. Some of the problems faced at this stage of the process

are requirements for a high school diploma, complicated appli­

cations, requirement for details of arrest records and aptitude

tests that are beyond their scope of experience or cultural

background. In some companies, despite established policies,

screening and hiring practices protected the "li ly-white"

status quo because they were convinced that was what top

management wanted."*-

Ethr oc: en tr Ism

The third factor related to unemployment of minorit ies

is the at ti tude of ethnocentrism on the part of the employers.

While there has been considerable foot dragging by corporations

7 wiwh relation to employment of minorit ies due to lack of

education, skills and training, a significant part of the

aacm ox action has also been due to prejudice at many levels

of tne hierarchy. "We have inherited racism, lived with i t ,

enlarged i t in some cases and at least condoned i t . The

problems have roots in slavery, nurtured by prejudice and

discrimination, and have been reinforced by actions that

stiffled initiative. The levels of management that are respon-

sible for actual work have not really become involved in the

search for solutions to the social i l ls. One writer is of

the opinion that the white man's att i tude toward the blacks

is st i l l the same as i t has been for many years.

Walter Fogel, of the University of California at Los

Angeles, points out that discrimination must take a prominent

place in any discussion of the obstacles of minority advance­

ment as well as employment^ He identif ies two types of

discrimination which occur in the hiring process. The f irst

occurs when a preference for not employing members of a

recognizable group influences hiring decisions regardless of

the comparative economic productivity of these persons. The

second occurs when an adverse judgment about the probao^-e joo

performance of an applicant Is made from a characteristic of

the applicant which is not a good predictor of his job per­

formance.

The major problems leading to massive minority unemploy­

ment have been identified as follows: Lack of basic education

and marketable skills; restrictive recruit ing methods and

8 highly selective screening policies; and the presence or an

att itude of ethnocentriaxn among those responsible for estab­

lishing ana carrying out employment policies. This study has

focused i ts attention on the factors connected with recruit­

ing methods, screening policies and the ramifications of

ethnocentrism ousiness organizations as they pertain to

the basic problems of minority unemployment.

PURPOSE OF THE STUDY

I t is the purpose of this study to determine the

relationship among: Recruiting methods; screening policies;

and executive att i tudes between firms that did participate

and firms that did not participate in the program for hiring

hardcore unemployed sponsored by the National Alliance of

Businessmen In the Fresno area.

HYPOTHESIS

There is no difference among recruiting methods,

screening policies and executive atti tudes between firms that

participated and those firms that did not participate in the

program for hiring hardcore unemployed sponsored by the National

Alliance of Businessmen in the Fresno area.

SIGNIFICANCE OF THE STUDY

I t is expected that the study will indicate whether

or not there is a correlation among the att i tudes, recruit ing

methods and screening policies within the participating or

non-participating Tirms. The study whould also indicate any

9

significano relationship bet-ween l ike variables of each class

o± j . irm. Organizations engaged In the task of promoting

programs zor the hardcore unemployed could expect to use the

att itude survey as a predictive tool in determining the degree

of cooperation and potential success of programs for these

persons because of the effect of the at ti tude on the program.

ASSUMPTIONS AND LIMITATIONS

Because of the limited time of the study, interpreta­

tions and conclusions were made based on evidence available

during the time of the Interviews, which extended from the

third week of March to the second week of April , 1970.

Since distance from work has been suggested as a

possible factor in affecting the lack of participation by

hardcore unemployed, the study was limited to firms within a

radius of ten miles from the center of Fresno. This eliminated

some firms which could have changed the results 02 the survey.

When the chief executive officer of the firm was

Interviewed, i t was assumed that his personal views wouxd uQ

the independent variable; however, in the case of a subsidiary,

there may be some influence of the immediate superior who was

not available for interview. The fact that a higher ranking

officer was in a remote part of the United States would not

necessari ly have eliminated the possible influence of that

officer on the att itude of the executive interviewed.

With the introduction of the new Labor Department

Contract covering the JOBS Program, a major portion of the

10

economic risk lias oeen 6i.lialnat.ed. for* tho participating

employer. This study has attempted to eliminate this

imluence by l imiting i ts approach to those firms that were

involved in the program or invited to be involved prior to

the time the new contract was introduced

Chapter 2

RELATED RESEARCH

BEHAVIOR MODEL

Paul S. Goodman conducted a study of twenty employers

in the Chicago area who were participating in the government

funded program to hire, train and retain the hardcore unem-1 s ployed. The purpose of that study was to present a model

that could explain and predict the behavior of programs

designed to help the hardcore unemployed. Interviews were

conducted with employers, supervisors, trainers, trainees,

and community and government persons who were instrumental in

developing and monitoring the program. Analysis of the program

performance was measured in terms of four major variables:

external structural factors; internal structural ^actors, degree

of commitment; and program structure. Fifty variables and

relationships were identified within those areas of considera­

tion. The decision to participate was affected by the indepen­

dent variables associated with the external and internal lactors,

while the performance of the program was affected oy the

independent variables associated with the degree of commitment

and the structure of the program.

Several observations and tentative conclusions advanced

by CJoodman have relevance to this study. First , the most

important among the external variables were the factors of

1 1

1 2

general business conditions and manpower resources available;

and among ohe internal variables, the most important factors

were identified as xxnancial condit ion, manpower needs, and

recruit ing ana screening policies. Second, the atti tudes

and behavior of the key executives during the process of

init ial consideration were believed to be cri tical to the

decision to participate and also reflected in the performance

of the program if i t was instituted. Goodman concluded that

if the company was only interested in the money provided by

the government contract , the program probably would not work.

HIRING AND SCREENING

Public Reaction to Anti-poverty Programs

The results of a public opinion survey published in

1969 indicate a wide range of reaction to anti-poverty

programs.1^ Several of the questions used in that survey are

included with the responses in Table 1 and some suggested

interpretations of those answers are expressed here.

The answers to question number one indicate a 7$

increase in the general opinion that companies should take

part in anti—ooverty programs; however, responses co questions

two and three indicate a wide difference of at ti tude to more

specific queries. A sl ight majority of the professional

persons thought that companies should be responsible zor

programs designed to educate and motivate as well as hire ana

train poverty persons. Managerial personnel indicated less

than 50$ support for either program, and foremen and craftsmen

13 indicated only 33% approval of motivation and education

programs.

Table 1

Puolic Opinion Regarding Anti-poverty Programs

Questions Responses in

Ye3 No

percent No Opinion

1. Should leading corporations take an active part in anti-ooverty programs?

May 1967 May 1968

53% 60

1 9% 1 9

28% 21

2. Companies should be responsible for these programs for poverty persons.

May 1968

Hiring and Training I

Education and

Motivation

Professional Managerial Clerical and Sales Foremen and Craftsmen

52% 49 44 46

53% 43 34 33

3. Companies should have special policies for Negroes.

Hire and Train

Lower Employment Qualifications

Yes No Yes No

First l ine supervisor 2nd l ine supervisor 3rd l ine supervisor Top management

51% 65 84

100

44 % 33 12 0

1 6% 23 40 78

84% 76' 60 2 2

4. The government should provide a guaranteed annual income. Favor Oppose

White Nonwhite

29% 73

65% 18

5. The government should provide a guaranteed job. Favor Opnose

White Nonwhite

78% 88

17% 8

14

Tne spectrum of responses to questions regarding the

effort oO hire and train Negroes indicated 100% support by top

management and only 51 % s upport by foremen. The spread of

support for lowering employment requirements was from 78% to

16,o respectively, indicating that the farther one goes down

the social and economic hierarchy the less support there is

tor any special effort or program to help the Negroes.

Two observations can be made from these statistical

analyses: f irst , while managers were only 49% in favor of

hiring and training poverty persons, they were 100% in favor

of special effort to hire and train Negroes. This could

indicate that they are aware of the special problems of

minorities in securing employment. Second, while foremen

supported effort to hire and train poverty persons or Negroes

by 46% to 51%, they Indicated only 44% support for motivation

and education help and were 84% in opposition to lowering

employment standards. The result ing situation represents a

dichotomy which leaves the hardcore unemployed without work

and also without viable means to prepare for employment.

Responses to the questions regarding guaranteed annual

income and guaranteed jobs indicated that while whites and

non-whites disagree as to income, there is consideraole agree­

ment as to the necessity for job opportunities. This would

seem to indicate, contrary to some popular thought, that a

large majority of the population of unemployed persons, whether

they are white or nonwhite, do want to have a means of support­

ing their families.

15 Employers Hiring Policies

A study in New Haven and Charlotte indicated the

employer s hiring policies, preferences and proctices. ^

iae s uudy focused on the common labor market in those areas

and results in two phases of the survey are pertinent to this

study. Listed among the important qualifications for employ­

ment, besides physical strength and sex, were character,

personality traits and color. All three of these factors could

be deterent3 to hiring the hardcore unemployed. The second

phase of the survey that is significant to the poverty ques­

tion is an expansion of the color questions shown in Table 2.

Table 2

Hiring Policies among Employers in New Haven and Charlotte

Prefer­ence

White

Negro

Large Industry Small Industry

Labor Produc- Sen- Cler- Labor Produc- Ser- Cler t ion vice ical

3%

47

Depends on job 25

None 25

88^

3

3

6

100^ 100%

o o

o

o

o

0

13%

43

8

36

t ion

74<£

7

7

1 2

vice ical

96% 100%

0 0

0

4

0

0

Totals 100^ 100^ 100^ 100^ 100^ 100% 100% 100%

It is obvious from this information that while only

o-p ^rn-nl overs discriminated against the a small percentage of empi J ^ o-lv a very small percentage of

Negro for common labor jobo,

16

the em ployer^ did r.ot discriminate when hiring workers for the

production, service and clerical jobs. This would also seem

to Indicate that upward mobility would be difficult for

minority persons even though they had the necessary skills.

ATTITUDE OF ETHNOCENTRISM

Non-white Income Disparity

While the poverty areas are not l imited to non-white

population, there is evidence that "color" may have a high

correlation with the median Income. Although the median

income of whites and non-whites from 19^7 to 1963 was climbing,

the Negro was not improving hi3 relative situation. The cj.aim

made b y some that "education will solve everything" is not

valid. In 1965 non-whites earned substantially less than

whites with the same amount of education. This same s uU y

Indicated that this situation was generally orue no matu

how m uch education the non-white had obtained. The author

concluded that about 2552 pf the disparity between non-white

and w hite income was due to education and 7552 was due to other

factors. The conclusion was that the problem of race bust , + ; ? i e n+ of business, government

take priority, with the best ta-en < ne+ior Lasting solutions

and private agencies taking strategic action. L 6 ppnrile to change their

will call for the determination of ma y P

attitudes and behavior.

Underachlevement of Klnorij^lgil indicates that the uncer-

A s tudy by Martin Katzman indica. „ icicans and Mexican-Americans

achievement of Negroes, Puer

16

the employers did rot, discriminate when hiring workers for the

production, service and clerical jobs. This would also seem

to indicate that upward mobility would be difficult for

minority persons even though they had the necessary skills .

ATTITUDE OF ETHNOCENTRISM

Non-white Income Disparity

While the poverty areas are not limited to non-white

population, there is evidence that "color" may have a high

correlation with the median income J Although the median

income of whites and non-whites from 19^7 to 1963 was climbing,

the Negro was not improving his relative situation. The cxaim

made by some that "education will solve everything" is not

valid. In 1963 non-whites earned substantially less than

whites with the same amount of education. This same study

indicated that this situation was generaxxy true no matter

how much education the non-white had obtained. The author

concluded that about 2552 p f the disparity between non-white

and white income was due to education and 7552 was due to other

factors. The conclusion was that the problem of race must

+ * , >^0+ talent o f business, government take priority, with the best ua-e.

, Q 4-oklnp: s trategic action. Lasting solutions and private agencies taking

4-* rvwi o-f nanv people to change their will call for the determination of n„ny pe p

att i tudes and behavior.

Underachlevement of Minora'-•iO". A study by Martin Katzman indicates that the under­

achlevement of Negroes, Puerto Rloans and M e x i c a n-Americans

17 may b e due partly to the subculture of these groups and

discrimination against this subculture.^ There is evidence

oi significant differences in att i tudes towards present vs.

future gratif ication, work vs. leisure, pecuniary vs. non-

pecuniary benefits , education, ferti li ty and many other factors

which may generate differences in economic performance. There

is also the possibil ity that this subculture may influence

the att i tude of outsiders (white middle class) to the point

that there is discrimination against class and not the race

or ethnic background.

Occupational Values and Attitudes

Another study in California in 1964 at tempted to

determine whether or not there was any significant difference

in occupational values ana at t itudes between Anglo, Spanish

and Negro American poor.^ The study covered families whose

median Income was $3306 per year and was approximately evenly

divided between families that received public assistance and

those that did not receive any assistance. Responses to five

of the questions that are relevant to this study are l isted

in Table 3• I t is evident from the responses to these questions

that a large majority of the poor people, regardless of race,

are willing to leave their friends, learn a new routine,

take on more responsibility and work harder in ordnr to make

a l iving for their families. This would certainly seem to

indicate that the att itudes of the poor are not a factor in

causing poverty.

18

Table 3

Occupational Values and Attitudes Percentage of Positive Answers

Questions Public Assistance^ Nonrecinients-s:-

Would you takeAnglo Spanish Negro Anglo Spanish Negro or stay on a job that re­quired you to -move a lot? 36.8# 40.6# 46.1# 31.7# 42.9# 44.7#

-leave your friends? 87.6# 89 .6# 93•3# 83.6# 87.1# 85.3#

-learn a new routine? 90.4# 9?.5# 93*3# 85 .6# 91.1# 90.7#

-take on more 84.2# 80.1# 87.8# 87 .6# 76.9# 03.^/0 responsibil ity?

-work harder 81.3# 73-6# 80.0# 77.7# 63 .6# 74.8# than now?

# Median income of all families was $3306 per year.

19 Conservatism and Ethnocentrism

A v ery important study, which provides the basis for

one section of this paper, was conducted in 1963 by a group

headed by T.W. Adorno and is reported in detail in The 21 Autnor1tarlan Personality. The entire series of studies

concentrated on the trends of l iberalism and conservatism and

in Chapter 5 they report of surveys of polit ical-economic

ideology in relation to ethnocentrism. Their findings indi­

cate that the authoritarian personality seems to combine the

ideas and skills of a highly industrialized society with

irrational of anti-rational beliefs. They concluded that

there was a significant correlation between conservatism and

ethnocentrism and between l iberalism and anti-ethnocentrism.

Ethnocentrism, in this case, involved stereotyped negative

imagery and hostile att itudes regarding outgroups, and.

stereotyped posit ive Imagery and submissive att itudes regard­

ing ingroups. The conservative persons also indicated a

helrarchial , authoritarian view of group interaction in which

ingroups are rightly dominant and outgroups subordinate.

Chapter 3

METHODOLOGY

OPERATIONAL DEFINITIONS

Ethnocen or i sin - To regard ore's own race or cultural group

as superior to others.

Prejudice - Irrational att itude of hostil i ty directed against

an individual, group or race and their supposed

characteristics .

JOBS - Job Opportunit ies in the Business Sector. The program

to hire hardcore sponsored by the National Alliance of

Businessmen.

Participating firms - Firms in the Fresno Area that had

agreed to hire hardcore unemployed persons and had done

so without benefit of a contract with the Labor Department

to cover some of the extra costs of training.

Non-participating firms - Firms in the Fresno Area that did

not want to part icipate with the National All iance of

Businessmen in the program to hire the hardcore

unemployed.

Liberal - Having favorable policies or at ti tudes toward the

hardcore unemployed.

Conservative - Having restrictive policies or unfavorable

atti tudes toward the hardcore unemployed.

20

21

SAMPLING

The companies used in the study were selected from the

records of the National Alliance of Businessmen and were

divided into two groups :(1) Participating firms and (2) Non-

participating firms. A random sample was not used because i t

was assumed that the two groups of firms would have some

characteristics that would indicate that they were different.

Participating companies were classified according to the

United States Department of Commerce Standard Industrial

Classification as retail , manufacturing, f inance and insurance,

and service. These four classifications of business activity

account for of the business employment in the Fresno

Metropolitan Area.

Following the establishment of the l ist of participat­

ing firms, the next step was to examine the card file of firms

that refused to participate in any way with the program to

hire hardcore unemployed. Firms were selected that represented

the same Standard Industrial Classification and employed

approximately the same number of employees as the participat­

ing firms. All consideration of companies was l imited to

those that were contacted prior to the publication 01 a new

contract which would provide more government assistance.

QUESTIONNAIRE

The questionnaire, shown in Appendix B, was designed

with seven sections: Manpower Needs; Recruiting Methods;

Screening Policies; Financial Condit ion; Business and Economic

22

Poj.ru, Ox View; Program Structure; and Evaluation of Program.

The sections on Manpower Needs and Financial Conditions were

designed to eliminate the possible variations that could

aifeco results i i there was no possible need for unskilled

labor and the adverse effect of poor business conditions for

the firm being interviewed.

The two sections on Structure and Evaluation of the

Program were designed to be used only with those firms that

had insti tuted a special program for hiring the hardcore

unemployed.

The three most significant parts of the questionnaire

were those sections dealing with Recruiting, Screening and

Attitudes. The Recruiting and Screening sections were designed

to indicate whether or not these methods ana policies 'were

l iberal or restrictive in their effect on the hardcore unem­

ployed. The ten questions of the Business and economic Poinu

of View were adapted from tne study by Adorno et al , and were

designed to measure the polit ico-economic ideology of the

executive. In Adorno"s study there was a high correlation

between a conservative ideology and ethnocentrlsm.

A pretest of the questionnaire and interview technique

was conducted with three employers. Several questions and

comments were introduced that had not been anticipated, but

i t was decided to retain the existing questionnaire ar.d record

separately the relevant comments and remarks which were

offered by the executives during the interview.

The opinions expressed in the att itude section were

23

always those of the top executive of the f irm, but in several

cases uhe personnel manager of specialist was called on to

provide details regarding the manpower needs, recruiting

methods, screening policies and any specific training program

provided for the hardcore persons.

LETTER

A l et ter, shown in Appendix A, was composed to describe

the basic idea and need for the study and to introduce the

person who would be calling for an appointment to conduct the

interview. This let ter was sent over the signature of Dr. J .P.

Dodds of the Department of Finance and Industry on Fresno State

College School of Business stationery. In each case the letter

was addressed to the owner, president or chief executive o±.

the firm. Two or three days after mailing, a telephone call

was made to ask for the appointment which would take approx­

imately fifteen minutes.

STATISTICAL ANALYSIS

In order to determine the relationship among the three

variables of each class of firm belr.g studied, a computer

program was used on the Olivetti-Underwood Programme 101 to

find the coefficient of correlation for Recruiting Methods,

, , v,* at t itude factors. The program was Screening Policies ana Att^^uae

designed to indicate both partial and multiple correlation

coefficients for the three variables. Application of the

t-test was used to indicate whether or not the correlations

24 were significant at the .05 level of confidence.

In addition to the correlation analysis, statistical

tests were made to determine the relationship between l ike

variaoles 01 participating and non-participating firms and

between the total scores of each class of f irm. The mean and

standard deviations were determined for each variable and the

tcual group values and then the standard error of the

differences between the means was calculated for the three

variables and the total group values. Finally, the t- test

was used to determine whether or not the differences were

significant at the .05 level of confidence.

Chapter 4

ANALYSIS OP RESULTS

SURVEY RE SULTS

Limiting; Factors

The questions dealing with Manpower Needs indicated

that there was no firm Interviewed that was not using or

could not use in the next year one or more persons classified

as hardcore unemployed.

In response to the question on f inancial condition,

al l of the firms except three indicated that they expected

their net income to improve In the next year. One participat­

ing firm and two non-participating firms indicated that they

expected their net income to be reduced In the next year of

operations. All three of these firms, however, were using

and would expect to continue to use a significant number o±

unskilled workers.

The section of the questionnaire that was designed to

evaluate the structure ana success of a program to hire the

hardcore unemployed was not used in the final analysis because

none of the firms had a specific program for that purpose.

Recruiting and S c r e e n i n g .

, , , , woylables were assigned a maximum Recruiting Methods variet ies •>.< v Cr,r .r>^ Indicating a l iberal policy

value of s ix, with the ho.gh 25

26 toward unskilled labor. Screening Policies were l isted show­

ing sax policies in addition to the application form. A t otal

possible value of s ix was assigned to this question, with the

high score Andxcating a xioeral policy toward unskilled labor.

In b oth Recruiting and Screening questions a low score would

indicate a restrictive policy toward the hardcore unemployed.

Attitude Factors

The ten at ti tude questions were each assigned a range

of value from one to six. In each case the high score would

indicate a l iberal at ti tude and the low score would indicate

a conservative att itude. A summary of the results of the

study are shown in Table 4.

Table 4

Summary of Survey Data

Total Scores

Factors Participating Non-Participating Firms Firms Total

„ 21 Recruiting Methods 27 OQ ^9

Screening Policies 40

Executive Att itude

Total 247

280 22°

300 647

ANALYSIS OP THE RESULTS

Correlation Within Groups +Q+1stical methods described to the

By applying the sta^i

27 data, i t was deterged that the coefficient of correlation

for the three variables of each class of f ir , indicated no

significant relat ionship among the variables. The maximum

coefficient of correlation was .5355 between Recruit ing and

Screening for the Non-Part icipating firms, with the at ti tudes

held constant. Application of the t-test , however, Indicated

this was not a significant correlat ion at the .05 level with

a sample of ten.

Relationship Between Groups

After determining the mean, standard deviation and the

standard error of the difference between the means of the three

variables between each group, and for the totals of each group,

the t-test was applied and indicated a significant difference

at the .05 level for Screening Policies only. This indicated

that there was a significant difference between the screening

policies of participating and non-participating firms. The

t-test for the other variables and the totals of the variables

of both sample groups indicated that there was no significant

difference between the two samples tnat couxd not oe explained

by sample variation.

Attitude Test

The final analysis of the statistics was to determine

the mean, standard deviation and standard error of the mean

for the total scores on the att i tude survey lor 1 t^unty

samples together. These tests indicated a mean of 26.5, a

standard deviation of 8.7 and a standard error oA ohe

28 of 1 .92. An estj . ir .ate of the standard deviation and the

stanaara error of the mean for the universe was made assuming

a possible universe of 500 firms, and this indicated that the

universe mean would fall within the confidence interval of

26.5 + (1 .96). This would indicate a range of 32.4 - 20.6

for the universe.

Chapter 5

CONCLUSIONS AND RECOMMENDATIONS

CONCLUSIONS

Hypothesis

I t was concluded from the analysis of the data that

the original hypothesis should be accepted, and that there

was no significant difference between the two samples except

for the screening policies. This means that the firms that

did not participate with the National Alliance of Businessmen

were significantly more restrictive in their screening policies

than were the firms that did participate in the program to

hire hardcore unemployed. In respect to the Recruit ing

Methods and Executive Attitude the two classes of firms were

not significantly different.

Conservative Atti tude

There was one other tentative conclusion thau couiu

be made from the final analysis of the statistics relating to

the att i tude survey. The responses on the att i tude survey

could be divided into three segments representing the conser­

vative, middle-of-the-road and l iberal responses. Since the

total possible range of scores on the att i tude survey

from a low of ten to a high of sixty for each executive, the

three ranges would be from 10-26 for conservative att itudes,

29

fro, 27-43 for the K lddle and from 44-60 for the l iberal

at titude. With the mean of 26.5 a r ,d the estimate of the

universe indicating; a range of 32.4 - 20.6, there is oriy a

very small probabili ty that the responses of the universe would

exceed that range. I t was concluded that the responses of

the universe could be expected to be strongly conservative

or in the lower middle range. Since Adorno has determined

1. W here *0 a -ignifmeant correlat ion between conservatism

and ethnocentrism, this would indicate that there could be

considerable negative imagery and hostile att i tude toward

the outgroup", which in this are the hardcore unemployed.

There is a significant relationship between this

conclusion and the related research which points out that

tne att i tudes and behavior among business executives are key

factors in determining the success of programs to hire hardcore.

REC OMMENDATIONS

It is recommended that further research be conducted

to help solve the problem of the hardcore unemployed with

the emphasis placed on the att itudes of responsible persons

in the business community. Since a major portion ox one

economic r isk has been removed from the program for hiring

the hardcore, i t would seem that the major remaining obstacles

to integrating the disadvantaged into the mainstream of the

American economy are the att i tudes and behavior of those

Persons who could Implement the program if they were really

committed to finding effective and lasting solutions.

31

references

1. Golds^on, Eli , "New Prospects For Ame^lcar R r>,iV nr.0 » Daedalus. 98 :78, Winter, 1969/ Business, '

2. Yankelovich, Daniel , "The Coming Conflict In Business Discipline," Fortune,, , 80:95, September, 1969.

3. Rein, Martin, "Community Action Programs: A Critical

A n a

4. Sullivan, V. Thomas, "How To Bring The Impoverished Into The economy, Columbia Journal Of World Business. 4:5, Nov.-Dec., 19^93"

5. "The Business Of Poverty," The Economist. 224:647, August 19, 1967.

6. Lewis, Roger, "Business Leader-ship In Urban Affairs," Management Review. 58:61, April , 1969.

7. Case, Fred E., "Business And The Urban Scene," California Management Review, 11:3, Summer, 1969.

8. Votaw, Dow a nd S. Praka3h Sethi, "Do We Need A New Corporate Response To Changing Social Environment?" California. Management Review, 12:3, Fall, 1969.

9. Drucker, Peter F. , "Management8 s New R ole," Harvard Business Review, 47:49, Nov.-Dec., 1969.

10. Campbell, Anthony C., "An Unsectimental Journey Into The Hardcore," The Conference Board Record, 6:9, July, 1969.

11. Blood, Jerome W., The Personnel Job In A Changing World, (N.Y.: American Management Association, 19o4)

12. Hil l , Herbert , "Black Protest And The Struggle For Union Democracy," Issues In industrial Society, 1 :1, 19o9.

13. Goodman, Richard Alan, "A Hidden Issue In Minority Employment," California Management Re-/lew, 11. 7, Summer, 1 969.

«*. Fogel, Walter, f fl*"T Off"* T|) »W». Institute OfTHdmstrlal Relations, Unxve.sit/ California, Los Angeles, lyo^.

'5. Goodman, Paul S. , "Hiring, Ootoberf 1969. Hard-Core," T r d u 3 t r i a l_Relaolon^., 9-5^,

32

,6. G0ek^rgr^eRil^C^S"ne a. "Barriers To S^pt ' . ' -O^., T569." f^ 'T., 47:144,

17. Noland, Wm. E. and Wight Bakke, Workers Wanted- * , t„H. Of Emndover_ s Hiring Polial f-^P - .0 bA.P °G—L3—Wevr Haver, and CharTotte, Th. Y ~: Ya 1 e naDor and Management Center Series ' , 1949.)

18. Wright, Nathan JR., "The Economics Of Race," American Journal Of Economics And Sociology. 26 :1 ,~j£Euary, 19o ( .

19. Katzman, Martin T. "Discrimination, Subculture and the Economic Performance of Negroes, Puerto RIcans, and Mexican-Americans," American Journal Of Economics And Sociology, 27:371, October, 1968.

20. Irelan, Lola M a nd O.C. Moles, "Ethnicity, Poverty And Selected Atti tudes: A Test Of The Culture Of Poverty Hypothesis," Social Forces, 47:405, June, 1969.

BIBLIOGRAPHY 33

BOOKS

A d o r n o , T « < < « e t E i • T h e j ^ u t h v o ^ i t ^ c v - n John Wiley & S ons" N 'Y ' :

A m inll ,C%53'. N.Y. : Harper & Row,

Interpersonal Competence Ana , . - •nizational Effectiveness. 111. : The Dors~iy^riiT;"Tn"^ 1 962.

Blood .Jerome W. The Personnel Job In A Changing World. A . Y . i A m e r i c a n M a n a g e m e n t A s s o c i a t i o n , 1 9 5 4 .

Downie, N.M. and R.W. Heath. Basic Statistic Methods. N .Y. : Harper & B ros., 19597 ~

Golemblewski, Robert T. Men. Management and Morality. N.Y. : McGraw-Hill Book Co., 1 9£>57 ~~

Kerner, Otto. "The Challenge of Racism." World Book, 1969 Yearbook, 537-541 .

Llkert , Rensis. New Patterns In Management. N.Y. : McGraw-Hill Book Co., 1 96T7

_ . The Human Organization: I ts Management and Value. N.Y.: McGraw-Hill Book Co., 19^74

Marshall , K.E. Goal3 Of The Black Community. N.Y.: The Acadamy of Polit ical Science, Columbia University, 1969.

Noland, Wm. E. and Wight Bakke. Workers Wanted :_A Study Of Employer's Hiring Policies, Preferences and Practices In New Haven and Charlotte. N.Y.: Yale Laoor and Management Center Series, 1949-

Stockton, John R. Introduction To Business, and Economic Statist ics. 3rd ed. Chicago: South-Western Publishing Company, 1966.

Tucker, Sterl ing. Beyond The Burning o f t n-Ghetto. N.Y.: Associated Press, 19O5.

Vroom, Victor H. Work And M o t i v a t i o n . N.Y. : John Y.iiey & Sons, Inc., 1 96a.

34 periodicals and ?av:-lht s

Bert* 5aJ?«el K* ardTH,E: Strlner- "Toward C-reater Industry and Government Involvement In Manpower Development " Poverty and Human Resources Abstracts, 4:565, July-Aug.,

- -1 • » ' • . . . c t or y 0: Pr ogr es s Plaza, " Banking 02:41, August, 1969. —~—'

"Business, Labor And Jobs In The Ghetto." Issues T~> Industrial Society. 1 si (1969), 3-18. —

Campbell, Anthony C. "An Unsentimental Journey Into The H&rdoore," The Conference Board Record. 6:9, July, 1969.

Case, Fred E. "Business And The Urban Scene," California Management Review, 11:3, Summer, 1969.

Cervantes, Alfonso J. "To Prevent A Chain Of Super-Watts," Harvard Business Review. 45:55, September-October, 1967.

Covlea, Arthur W. "Bualnossmen And Negro Leaders Weigh Their Current Concerns," The Conference Board Record, 5:20, July, 1968.

Cunnings, Barton A . " I t ' s A l l T h e r e - I n B l a c k A n d W h i t e , " Soual Orportunltv, 1 : 1 , J anuary, 1970.

Davies, Katherine Z. "Plugging In The Unemployed," Vista, 5:22, January, 1969.

Drucker, Peter F. "Management 's New Role," Harvard Business, Rev lew. 47:49, Nov.-Dec., 1969

Sdey, Gene. "Black Man In The White Corporation," E^ual Cunortunltv. 1:5, January, 1970.

?oBel, Walter. l .ahor Market Obstacles To.1 i . Institute of"Industrial Relations, University of California, Los Angeles, 1968.

OarrH^john T. "Red In, For f e t t o Industries^ Harvard Business Review. 46:4, May-June, 1966.

•y* "Rp^T^iG^S TO Goeke, Joseph R. and Caroline S. *eyna . 7 47:144, Sept.-

Hlring The Blacks," Harvard Business^ Oct., 1969.

35 e 0 l dDa^lSSa ';?gW Business-

G O O Q"-. 0*il^i6?: e K a r d-

n m , "

K i l l» Herbert. "Black Protest And The Struggle For Union p e mo c r a c y , i s s u e s m in d u s t r i a l S o c i e t y ^ 1 : 1 „ ( 1 9 6 9 ) ,

Irelan, Lola M. and O.C. Moles0 "Ethnicity, Poverty And Selected Attitudes: A Test Of The Culture Of Poverty Hypothesis, Social Forces. 47:405, June, 1969.

Isajiw, W.W., D.R. Steward, and N.J. Hartmann. "Attitudes In The Inner-Gore Area Of Detroit ," Povertv And Human Resources Abstracts. 4:21, Nov.-Dec., 1 9§97

Katzman, Martin T. "Discrimination, Subculture and the Economic Performance of Negroes, Puerto Ricans, and Mexican-Americans," American Journal Of Economics And S o c i o l o g y , 2 7 : 3 7 1 , O c t o b e r , 1 9 6 8 .

. "Opportunity, Subculture And The Economic Performance Of Urban Ethnic Groups," American Journal Of Economics And Sociology. 28:351, October, 1 9oSh

Keating, StephenF. "Management 's Role In The Urban Crisis," Advanced Management Journal, 34:19, January, 1969.

Keig, Norman G. "The Occupational Aspirations And Labor Force Experience Of Negro Youth," American Journal Of E c o n o m i c s A n d S o c i o l o g y , 2 8 : 1 1 3 , A p r i l , 1 9 6 9 .

Knudson, Semen E. "Upgrading The Hard Core," Duns Review. 93:113, May, 1969*.

Levine, Marvin J. "The Private Sector And Negro Employment," MS U B u s i n e s s T o n i c s , 1 7 : 6 3 , W i n t e r , 1 9 6 9 .

Lewis, Roger. "Business Leadership In Urban Affairs," Management Review, 58:61, April, 1969.

Mangln, Wm. P. "Reflections On Poverty As A Subculture," Poverty AtiA Humeri Resources Aostr&cts 9 4?5s> Nov*—Dec#* 1S&9»

36

Moore, L».. . ' 'urban Unrest - Whose Problem Is It*>" California Management Review. 11:7, Summer, 1969. ~

Muller, A.L. "Economic Growth And Minorities," American Journal Of Economics And Sociology. 26:225, July, 1967.

Sadler, Leonardo "Multiple Consulting Approaches Of The Trainer And The Hard-Core Unemployed," Training And Development Journal, 23:8, February, 1969. ~

Palmieri , Victor H. "Business And The Black Revolt ," California Management Rev lev:, 11:31, Summer, 1969,

Peakes, Clarence. "Don't Give A Man A Fish - Teach Him How To Fish," The Personnel Administrator. 4:23, Nov.-Dec., 1969. ~~ ~ ~

Rein, Martin. "Community Action Programs: A Crit ical Reassessment," Poverty And Human Resources Abstracts. 3:3, May-June, 1968.

Ritchie, J . Bonner. "Managerial Att itudes And Leadership Behavior," Dissertation Abstracts, 30:28, Sept.-Oct. , 1969.

Romnes, H. I . "The Role Of Business In Community Development," Advanced Management Journal, 34:6, April , 1969.

Rosenbloom, Richard S. "Social Entrepreneurshlp," Business Today, Y/inter, 1968, p.44.

Rytina, Joan H., Wm. H. Form and John Pease. "Income And Stratification Ideology: Beliefs A out The American Opportunity Structure," American Jburnal Of Sociology, January, 1970, p. 703.

Salvagno, P.G. "The Myths Of Career Development," Training And Development Journal, 23:46, March, 1969.

Sengstock, Mary C. "Corporation And The Ghetto," Journal Of Urban Law, 45:3, Spring-Summer, 1968.

Silvers, Arthur K. "Urban Renewal And Black Power, -a- Behavioral Scientist^ 12:4c ? Nov•—Dee«» 1968•

Sturdlvant, Frederick D. "The Limits Of Black Capitalism, Harvard Business Review, 47:122, Jan.-Fee., i9o9»

Sull ivan, V. Thomas. "How To Bring The Impoverished Into The Economy," Columbia Journal Of World Business, 4:5, Nov.-Dec., 1969.

Sundqulst, James L. "Jobs For The Hard Core Unemployed," Personnel Administration, 32:8, Sept.-Oct., 19fc>9*

37 "The^Business Of Poverty," The Economist. 224:647, August,

t raining myaluacion Causes Change In Behavior," Personnel Administration . 32:5,-Sept .-Oct., 1969. ~ ~

Votaw, Dow a nd 3. Prakash Sethi. "Do We Need A New C orporate Response To Changing Social Environment?" California Management Review,, 12:3, Pall , 1969.

Wright, Nathan Jr. "The Economics Of Race," American Journal Of Soonomins And Sociology, 26:1, January, 1*967.

Yankelovich, Daniel. "The Coming Conflict In Business D i s c i p l i n e , " F o r t u n e , 80 : 9 5 , S e p t e m b e r , 1 9 6 9 .

Zalinger, Alvin D. "Job-Training Programs: Motivation And Structural Dimensions," Poverty And Human Resources Abstracts. 4:3, July-Aug,, 1*969.

FRESNO, C A L I F O R N I A 93726

IUSINESS Appenaix A of Finonc® fry

March 5, 1 970

Mr. A. B. Charles, Manager Charles Manufacturing Co. 1234 Z Street Fresno, California

Dear Mr. Charles:

You are aware that there are a number of organizations in the Fresno area that are concerned with training people for more meaningful employment. I think i t is important that one of our graduate students do a study of the business firms in this area in order to determine the relationship between administrative style and manpower development.

Barton Palmer, a graduate student who has 20 years of responsible business experience, will be calling you in a few days to arrange an appointment to discuss this survey.

We w ould appreciate very much your cooperation in this effort .

Sincerely yours,

J. P. Dodds Professor

39

Appendix B

QUESTIONNAIRE

MANPOWER NEEDS

Needs-Next 12 months

Hired-Last 12 months

Present Employees

Total Employees

RECRUITING METHODS

Government Agency

Private Agency

Community Agency

Advertisement

Other

SCREENING POLICIES

Application Required

Minimum Educ. Req.

Criminal Record Req.

Interview Req.

Physical Req.

Aptitude Test Req.

Manual Dexterity

Unskilled

Labor Clerical

Lab or Clerical

Labor Clerical

40 PROGRAM STRUCTURE

1. .he person mainly responsible for supervision oe the program is the * *

Chief Exec. u:f. Pers. Mgr. Plant Mgr. Foreman

2. On the job training is provided by

Existing program Modification All new urogram

3. «• hat is the scope cf influence of your program director?

Complete freedom Broad Inf. Limited Inf. Litt le Inf._

4. Have you used orientation meetings with groups involved?

Executive Personnel Supervisor Employees Trainees_

5. What methods do you use to introduce trainees to the job?

Special program Existing program Modification

6. Does your program reflect ideas of

Line Staff Supervisors Community Government

7. Is i t possible to adjust jobs to f it people available?

Always Frequently Some times Seldom Never

EVALUATION OF PROGRAM

1. Progress of trainees toward learning production s i j . j.1s .

Excellent Good Fair Poor No progress

2. Absenteeism has been High Average Low None—

3. Trainees arrive at work on t ime

Always Usually Some t imes Seldom Never

4. Job relevant behavior is Excellent—Good—pair——

5. Dropout rato has boon High—Average—Low—Non o

6. When the training period is over, would you l ike to

retain the trainees? All __Most__Some__Few__None__

41

FINANCIAL CONDITION

1. Volume of business in the last twelve months has Increased Remained Decreased

Greately Slightly Same Slightly Greatly

2. In the last year net income has Increased Remained Decreased

Greatly Slightly Same Slightly Greatly

3. Net income in the next year is expected to Increase Remain Decrease

Greatly Slightly Same Slightly Greatly

BUSINESS AND ECONOMIC POINT OF VIEW

Responses were recorded according to the following choices: Agree 1. Strongly 2. Moderately 3. Slightly Disagree 1. Strongly 2. Moderately 3• Slightly

1. Labor unions should become stronger and have more influ­ence generally.

2. The government must play a greater part In the economic and business l ife of the nation.

3. Men l ike Henry Ford, who overcame all competi tion on the road to success, are models for al l young people uo admire and imitate.

4. America may not be perfect, but the American Way has brought us about as close as human beings can get to a perfect society.

R In general, full economic security is bad, lor moso men would not work if they did not need the money ior eating and l iving.

6. I t is the responsibil ity of the entire society, though i ts government, to guarantee everyone adequate housing and income.

7. Chararacter, honesty and abil ity will ^®- l 1 3 ;n t h e l o n3 run; most people get pretty much what they deserve.

8. Poverty could be almost entirely done away jit-h if we made certain basic changes in our social and economic systems.

9. In general, the best way of aiding our fewwow sien is to give t ime or money to some worthy charily.

10. The government should own and operate all public ut il i t ies

Appendix C 42

FORMULAS

1 . X = X N

Mean

2. x = X - X Mean deviation

3. s = x N - 1

Standard deviation

4. . S^ = S \pr

5. S 2 2 xi + x2

(N1 + N2)

6. t = - ^2 3Dx-

7. S, r0

8. t = r

/V 9.CT =

1 - r

N ~ 2

N - 2 1 - r s

S2 n n - 1

Standard error of the mean

N, JL) Standard error of the

difference between two means, small sample, uncorrelated data.

t- test

Standard error of r when the Hq is made that r = 0. Small sample.

t- test

Estimate of the standard HAirist . ion of the universe,

/\

1 o. C~- = A cr \pr

N - n N

Estimate of the standard error of the mean of the universe.

43

Appendix D

COMMENTS 3Y BUSINESSMEN

1. There is very l i t t le special orientation or training

program here.

2 . I t ' s s i n k o r s w i m w i t h t h e e x i s t i n g p r o g r a m .

3. We have a 90 day trial period and If they don't make i t ,

out they go.

4. The union is a big factor.

5. The Personnel Director wasn't really sold on the program

until he became involved in i t .

6. Attitudes at al l levels of the organization are Important.

7. I t must start at the top management level and be communicated

down the l ine of authority with controls.

8. Every man I hire costs over $4.50 per hour. Not every seed

is meant to survive.

9. Businessmen should take over management and operation of

the Post Office, schools and other government functions.

10. I tell my kids that character, honesty and abili ty will

tell in the long run, but I don't really believe i t .

1 1 . E v e r y o n e n e e d s s o m e c h a l l e n g i n g w o r k i n h i s l i f e .