By J. Martin Corbett (auth.)
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Your chance of promotion? The attention given to suggestions you make? The amount of variety in your work? Answers were given on a seven-point response scale: 1 2 3 4 5 6 7 = Extremely dissatisfied =Moderately dissatisfied = Slightly dissatisfied =Not sure = Slightly satisfied =Moderately satisfied = Extremely satisfied Hence, the minimum score = 7 (extreme dissatisfaction); maximum score = 49 (extreme satisfaction). Job stress6 To what extent: - Are you under constant pressure at work? Do you find work piles up faster than you would like in order to complete your work?
For example, after some of the overload stops, the brakes had been disassembled and the three stators (or stationary members) of the brake had been taken to the plant toolroom for rework and, during an earlier part of the test, the position of the elements within the brake had been reversed to distribute the lining wear more evenly. Additionally, instead of braking the dynamometer to a complete stop as required by military specifications, pressure was released when the wheel and brake speed had decelerated to 10 miles per hour.
12. Vaneigem (1983), p. 150. Many of these were carried out by researchers at the National Institute of Industrial Psychology (NIIP) in the UK. See Myers (1920), Vernon (1924) and Wyatt and Frazer (1928). The work of the NIIP is critically reviewed by Hollway (1991) and Rose (1988). Some of the famous Hawthorne experiments were the first to show how work group norms can develop which may be at odds with the wider organisational norms established by management. See Roethlisberger and Dickson (1964) and critical reviews by Franke (1979), Parsons (1974) and Rose (1988).