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The study was conducted in the headquarters of a mining company in Perth, Western Australia. The findings suggest that the dissonance factor (perceived leadership style received versus preferred style) was higher for women than for men. Women, in fact, desired a more democratic style of leadership than men while the perceived styles were very similar for both genders. The dissonance factor was related to job satisfaction but it appears that the dissonance factor is a better measure of longterm commitment to the organisation while job satisfaction appears to measure a shorter‐term employee satisfaction. The results of the study suggest that high levels of commitment and job satisfaction are independent of the style of leadership received. This challenges the advice given by organisational behaviourists over the last few years that a democratic style was necessary to improve job satisfaction, reduce absenteeism and labour turnover and increase productivity.

The research reported in this article was conducted among nurses in
a teaching hospital in Perth, Western Australia. The study looked at the
perceived influence of different items on the job satisfaction of
nurses. It was discovered that intrinsic motivators were the major
motivators for the respondents, with salary ranking tenth in a list of
twelve items. The study also supported earlier findings by other
researchers that job satisfaction is multidimensional with the finding
of three factors underlying the data. Therefore, the growing modern
approach of designing compensation packages by considering the total job
rather than some of the parts of the job such as the traditional areas
of pay and working conditions. This means that the human resource
manager has a more difficult problem in having to design a compensation
package which the individual will find motivating rather than the
traditional method of adjusting the pay or working conditions. It is
suggested firstly, that a company wide survey be conducted periodically,
at least once every two years, to measure the workforce′s view of the
motivators used by the organisation. Secondly, a conjoint analysis on
the desired compensation packages of the members of the workforce could
be carried out. Finally, the research identifies the need to continue
training for nurses because of the need for them to remain an integral
part of medical teams.

The findings are reported of a research study into certain personal
organisational factors which may discriminate between two groups of
employees, one which was categorised as plateaued and the other
non‐plateaued. The respondents were drawn from a larger study of
employees at the headquarters of a large local government authority in
Western Australia. It was found that there was no difference between the
two groups concerning job satisfaction. However, the plateaued group
have a significantly lower desire for promotion, career development and
facing challenging situations. It is also suggested that members of the
plateaued group are significantly more aware than their non‐plateaued
colleagues that they are overworked and that the job itself is boring.

The influence of certain factors under the direct control of
management and affecting the level of job satisfaction in the
headquarters of a major local government in Western Australia are
examined. It is concluded that those factors leading to conflict,
whether internal (to the person) or external (between people) will lead
to reduced job satisfaction. A management by objectives scheme is
proposed to improve the situation.

Burnout of employees has been a major concern of researchers in management for a number of years. Much of the work, however, has tended to concentrate on professional people rather than employees with various level of skills. This present research studies the employees of a major local government in Western Australia comparing several suggested outcomes. The results suggest that failure to achieve expectations causes occupational stress and low job satisfaction. These outcomes appear to cause the sufferers to exhibit the classic symptoms of burnout, such as irritability and misdirected anger. One way to reduce these problems, it is suggested, is to introduce participative management.

Supervisors are key factors in staff motivation. Existing research is drawn on and the author's own questionnaire‐based study is described. The conclusions suggest what companies can do to improve morale and performance among staff.

Using data collected from over 1400 employees from 61 different workplaces, this study investigates the relative importance of stressful life events and daily hassles for the occurrence of injuries within the workplace. A multivariate model of the factors associated with injury occurrence is developed and estimated using probit regression techniques. The results provide strong support for the hypothesis that stress contributes to injuries in the workplace. More importantly, the observed relationship between stress and injuries is found to be far stronger for a measure of stress based on the frequency of daily hassles than it is for a measure based on the occurrence of stressful life events. The results are argued to have at least two implications for stress management interventions in the workplace: first, such interventions should be directed toward the management of extra-organizational stressors, not just stressors within the workplace; and second, intervention programs should give priority to improving the ability of employees to cope with and respond to stress.

The research reported in this article is the study of the preferences for decision‐making responsibilities indicated by white‐collar workers of a mining company′s headquarters in Perth, Western Australia. The research methodology used a "specific situation" item questionnaire with the preferred style for making the decision concerning the specific situation measured on a continuum with five alternatives of decision making. The results suggested that there were five factors underlying the data collected, each with a different desired decision‐making style. These preferred styles appeared to be influenced by the personal skills and experiences which allowed the person to feel (s)he could have some constructive input into the decision. Hence, management should consider installing a system of leadership which recognises that differences do exist concerning the preferred leadership styles depending on the worker′s perceived impact of the decisions on the individual′s work life.

Considerable research has been conducted into the problem of sexual harassment in the workplace, although most of this research has been undertaken in the United States, particularly since the 1970's (Mackinnon, 1979; Rowe, 1981; Collins and Blodgeth, 1981). In 1974, for example, a group of women, almost equally black and white and with economic backgrounds ranging from very affluent to poor, discovered a common thread in their employment careers, which Farley (1980, p.1) summed up, saying:

This article presents a study of a sample of managers in industry and commerce in Western Australia. Part of the investigation was to research the difference that may exist between managers of "people" rather than managers of "things". The results indicate that managers whose decisions are most directly related to people are more likely to be stressed and also work longer hours. These problems appear to generate a greater chance of stress‐related illnesses.

The research is concerned with the level of trust between subordinates and superiors, level of influence of different grades in the hierarchy as perceived by members of the enterprise and how the level of each is influenced by the perceived style of leadership. The sample was taken from the staff in the headquarters of a major mining company in Western Australia. It was found that trust, for both supervisory and non‐supervisory grades, was unrelated to perceived style of leadership. However, trust was significantly related to perceived influence that each hierarchical grade had on what happened in the enterprise with a more democratic style producing higher influence. This was also true for the level of influence of each grade and the perceived decision style, although it was not significant at the accepted level for senior managers and departmental heads. Hence, to increase influence on what happens in the organisation it may be necessary to introduce some form of employee participation programme such as quality circles.