Publication Date

1965

Document Type

Dissertation/Thesis

First Advisor

Hackamack, Lawrence C. (Lawrence Carroll), 1921-||Sims, Clarence A.

Degree Name

M.S. (Master of Science)

Legacy Department

Department of Business

LCSH

Personnel management; Time clocks

Abstract

Industry, for many years has operated with a time clock system to record the hours worked by the hourly, and, to some extent, the non-exempt and exempt salaried employees. The purpose of this study is to determine whether or not a time clock system constitutes an effective managerial control for (1) hourly employees, and (2) salaried employees. By use of the survey and research methods of analysis, an attempt was made to determine the effectiveness of a time clock system both from the viewpoint of management and the employees. The types of survey and research methods: (1) previous studies, (2) actual case history, (3) questionnaire, (4) personal interviews, and (5) supplementary material obtained from libraries have been used as separate sections in this study. Each of the sections allowed for an analysis of the problem in a different way. Previous studies resulted in an analysis of what had already been done. The actual case history allowed for an analysis of what might be expected when a time clock installation is made. An analysis of the results obtained from the questionnaire covered industry in action today from the viewpoint of management - personnel directors. The personal interviews also allowed for an analysis of the system as it exists today. Supplementary material analysis resulted in conjecturing for the future based on information available today. The conclusion of this study is a combination of each of the sections as they relate to the total study. The conclusion is that the tine clock system is not an effective managerial control for hourly markers. This is substantiated by three companies who have satisfactorily abolished the time clock system in favor of the "honor" system for their hourly employees, and by a notable downward trend, percentage-wise, in the number of companies operating with a time clock system for hourly employees. Management, for the most part, does not operate with time clocks for non-exempt and exempt salaried personnel and has so indicated that such a system may not be an effective managerial control. The salaried employee has apparently been accepted as trustworthy and truthful and fully capable of keeping a record of his time worked.

Comments

Includes bibliographical references.

Extent

v, 61 pages

Language

eng

Publisher

Northern Illinois University

Rights Statement

In Copyright

Rights Statement 2

NIU theses are protected by copyright. They may be viewed from Huskie Commons for any purpose, but reproduction or distribution in any format is prohibited without the written permission of the authors.

Media Type

Text

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