This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01435129410060310. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01435129410060310. When citing the article, please cite: Albert J. te Grotenhuis, Selma J. Heijnekamp, (1994), “The User Pays : Cost Billing in a Company Library”, Library Management, Vol. 15 Iss: 4, pp. 17 - 21.
Albert J. te Grotenhuis and Selma J. Heijnekamp
Discusses the background to the decision to bill users of the library ofthe Dutch company KEMA on the basis of actual use, and the problemsinvolved. KEMA′s practices are related…
Abstract
Discusses the background to the decision to bill users of the library of the Dutch company KEMA on the basis of actual use, and the problems involved. KEMA′s practices are related to the theory as covered in the literature of the past five years. Users have generally reacted positively to the charging system. The library adheres to the four important rules which a library must apply in operating a cost billing system – response time, reliability, competitiveness, and value – but the system is administratively cumbersome. The KEMA library succeeds in covering its costs and so fulfils its task of “providing commercial services with a balanced budget”.
Details
Keywords
Editing a journal boils down to two very separate and distinct functions. First, deciding what articles you want to publish, finding good people to write those articles, and �…
Abstract
Editing a journal boils down to two very separate and distinct functions. First, deciding what articles you want to publish, finding good people to write those articles, and — perhaps most challenging — getting those people to agree to write the articles. The second function is reading the articles you solicit as well as those submitted for consideration and editing those; working with authors on reshaping and redeveloping the articles or just making editorial changes. Importantly, both parts allow the editor to shape the direction, feel, and focus of the journal.
Johnna Capitano, Vipanchi Mishra, Priyatharsini Selvarathinam, Amy Collins and Andrew Crossett
This study aims to examine the effects of occupational characteristics on the length of time required to socialize newcomers. The authors examine task mastery, role clarity and…
Abstract
Purpose
This study aims to examine the effects of occupational characteristics on the length of time required to socialize newcomers. The authors examine task mastery, role clarity and social acceptance as indicators of socialization.
Design/methodology/approach
To test the hypotheses, the authors used occupational data from the Bureau of Labor Statistics and survey data of subject matter experts in 35 occupations.
Findings
Findings show that occupational differences account for a significant variance in the time needed to socialize newcomers. Across occupations, it takes longer to achieve task mastery than role clarity or social acceptance. Occupational complexity increases the time it takes for newcomers to attain task mastery, role clarity and social acceptance. Additionally, unstructured work and decision-making freedom increase the time it takes for newcomers to attain role clarity.
Originality/value
This study provides both theoretical and empirical guidance on the duration of the organizational socialization period. The study also provides empirical support for prior propositions that different types of newcomer learning occur at different rates.