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76-3535 ROHRBACH, Keith.Vincent, 1948- MANPCKER AND COMPETENCY NEEDS OF SUB-MANAGERIAL FERSCNNEL IN THE FOOD HIOCESSING INDUSTRY CF FRANKLIN COUNTY, OHIO. The Ohio State University, Ph.D., 1975 Education, vocational
Xerox University Microfilm*t An n Arbor, M IchlQtn 48108
THIS DISSERTATION HAS BEEN MICROFILMED EXACTLY AS RECEIVED. MANPOWER AND COMPETENCY
NEEDS OF SUB-MANAGERIAL PERSONNEL IN
THE FOOD PROCESSING INDUSTRY OF FRANKLIN COUNTY, OHIO
DISSERTATION
Presented in Partial Fulfillment of the Requirements for
the Degree Doctor of Philosophy in the Graduate
School of The Ohio State University
By
Keith Vincent Rohrbach, B.S. in Food Technology, M.S. ft ft ft ft A
The Ohio State University
1975
4
Reading Committee: * Approved By
Ralph E. Bender Jean R. Geisman < x u l 0 Adviser J. Robert Warmbrod Department of Agricultural Education ACKNOWLEDGMENTS
The author wishes to express sincere appreciation to the following persons:
To Paula, his wife, who provided much needed encouragement and inspiration throughout this study and who together with Anne and
Matthew, his children, demonstrated a great deal of patience.
To Clarence and Beatrice Rohrbach for demonstrating the value of work and teaching their son to continually strive for excellence.
To Dr. Ralph E. Bender for his invaluable leadership and advice.
To. Dr. J. Robert Warmbrod, Dr. Jean R. Geisman, and many other members of the faculty for helpful counseling and assistance.
To colleagues in University College and to graduate students in Agricultural Education for their interest and encouragement.
ii VITA
February 18, 1948 ...... Born - Ashland, Ohio
1970 ...... B.S. in Food Technology, The Ohio State University, Columbus, Ohio
1970 - 1971 ...... Research Fellow, Campbell Institute for Food Research, The Ohio State University, Columbus, Ohio
197 1 ...... M.S., The Ohio State University, Columbus, Ohio Thesis: "A Method ology for Spray Drying Tomato Juice”
1971 - 1974 ...... Academic Adviser, University College The Ohio State University, Columbus, Ohio
1974...... Assistant College Secretary, Univer sity College, The Ohio State Univer sity, Columbus, Ohio
PUBLICATIONS
"Scheduling Procedures, or 'Save the Student Copy!'," Chapter Two in Thomas L. Minnick, ed., University Survey: A Guidebook for New Students, 1974 - 75. Columbus, Ohio: University College, 1974. Second edition (1975) forthcoming.
FIELDS OF STUDY
Major Field: Agriculture Education: Professor Ralph E. Bender, Professor J. Robert Warmbrod.
Studies in Food Science/Technology: Professor Jean R. Geisman.
Studies in Curriculum; Professor Paul E, Klohr.
iii TABLE OF CONTENTS
Page
ACKNOWLEDGMENTS ...... ii
VITA ...... iii
LIST OF T A B L E S...... vi
LIST OF ILLUSTRATIONS...... ix
CHAPTER
I. INTRODUCTION...... *...... 1
Statement of the Problem Need For the Study Rationale for the Study Objectives of the Study
II. METHODOLOGY...... 1**
Population and Sample Design Data and Instrumentation Analysis
III. MANPOWER FINDINGS ...... 24
Annual and Seasonal Employment Opportunities Employment Requirements Wages Group Training Programs Factors Influencing On-The-Job Training Needs of New Employees Factors Influencing Wages Paid to Employees
IV. COMPETENCY FINDINGS ...... 45
Relative Importance of Competencies Commodity-Related Competencies Technical Functions Employment and Advancement Potential Cooperative Placement Potential
iv Page
V. SUMMARY, IMPLICATIONS, AND RECOMMENDATIONS 98
The Problem Procedure Summary of Findings Manpower Competencies Implications Recommendations
APPENDIX
A ...... 110
B ...... 112
C ...... 117
D ...... 126
E ...... 130
F ...... 13*1
BIBLIOGRAPHY ...... 192
v LIST OF TABLES
Table Page
1. Food Processing Industry Commodity Areas by Standard Industrial Classification (SIC) Codes and Predomin- and Products 16 .
2. Food Manufacturing Establishments in Franklin County by Commodity Area and Survey Questionnaire...... 17
3. Manpower Questionnaire Response Rates by Commodity Area and I n d u s t r y ...... 25
if* Reasons for Manpower Questionnaire Non-Response...... 25
5. Numbers of Sub-Managerial Employees in Certain Employment Categories and Calculated Annual Turnover and Growth Percentages by Commodity Area and Industry ...... 27
6. Percent Responses Regarding Variation in Number of Employees with Season of the Year and Season with Great est Number of Employees by Commodity Area and Industry . . 31
7. Responses Regarding Beginning Sub-Managerial Employment Requirements by Commodity Area and Industry ...... 33
8. Hourly Wages of Sub-Managerial Employees by Commodity Area and Industry ...... 34
9. Mean Weekly Wages for Three Categories of Off.-Farm Sub-Managerial Agricultural Occupations...... 36
10. Weighted Scores Regarding Relative Influence Selected Factors Have on Amount of On-The-Job Training Needed by New Sub-Managerial Employees ...... 39
11. Weighted Scores Regarding Relative Influence Selected Factors Have on Wages Paid to Sub-Managerial Employees . . 43
12. Responses Regarding Promotions of Sub-Managerial Employees to a Supervisory Level ...... 44
13. Competency Questionnaire Response Rates by Commodity Area and I n d u s t r y ...... 46
vi Table Page
14.Reasons for Competency Questionnaire Non-Response ..... 47
15. Weighted Scores of Competencies Needed by Sub-Managerial Food ProcessingEmployees ...... SO
16. Competencies Needed by Beginning Sub-Managerial Employees in the Food Processing Industry and Corresponding Weighted Scores ...... 68
17. Bakery Commodity-Related Competencies and Corresponding Weighted Scores ...... 74
18. Beverage Commodity-Related Competencies and Corresponding Weighted Scores ...... 76
19. Confectionery Commodity-Related Competencies and Corres ponding Weighted S c o r e s ...... 78
20. Dairy Commodity-Related Competencies and Corresponding Weighted Scores ...... 80
21. Fruit and Vegetable Commodity-Related Competencies and Corresponding Weighted S c o r e s ...... 82
22. Ingredients Commodity-Related Competencies and Corres ponding Weighted S c o r e s ...... 84
23. Meat Commodity-Related Competencies and Corresponding Weighted Scores ..... 86
24. Poultry and Eggs Commodity-Related Competencies and Corresponding Weighted S c o r e s ...... 88
25. Weighted Scores of Technical Function By Commodity Area and Industry...... 94
26. Percent Responses Regarding'Relative Influence Selected Factors Have on the Amount of On-The-Job Training Needed by New Sub-Managerial Employees in the Bakery, Beverage, and Confectionery Commodity Areas ...... 127
27. Percent Responses Regarding Relative Influence Selected Factors Have on the Amount of On-The-Job Training Need ed by New Sub-Managerial Employees in the Dairy, Fruit and Vegetable, and Ingredients Commodity Areas ...... 128
vii Table Page
28. Percent Responses Regarding Relative Influence Selected Factors Have on the Amount of On-The-Job Training Heeded by Hew Sub-Managerial Employees In the Meat and Poultry and Eggs Commodity Areas and Industry .... 129
29. Percent Responses Regarding Relative Influence Selected Factors Have on Hages Paid to Sub-Managerial Employees in the Bakery, Beverage, and Confectionery Commodity A r e a s ...... 131
30. Percent Responses Regarding Relative Influence Selected Factors Have on Wages Paid to Sub-Managerial Employees in the Dairy, Fruit and Vegetable, and Ingredients Commodity A r e a s ...... 132
31. Percent Responses Regarding Relative Influence Selected Factors Have of Wages Paid to Sub-Managerial Employees in the Meat and Poultry and Eggs Commodity Areas and Industry...... 133
32. Percent Responses of Competencies by Bakery, Beverage, and Confectionery Commodity A r e a s ...... 135
33. Percent Responses.of Competencies by Dairy, Fruit and Vegetable, and Ingredients Commodity Areas ...... 154
34. Percent Responses of Competencies by Meat and Poultry and Eggs Commodity Areas and by Industry...... 175
viii LIST OF ILLUSTRATIONS
Figure Page
t ■ t 1. Major Elements and Sequence of S t u d y ...... 19
ix CHAPTER I
INTRODUCTION
Vocational educators have given relatively little attention to the potential contribution of vocational education to persons in or preparing for food processing industry occupations. Yet, the food industry of the United States currently represents a '$130 billion per year business. Retail food sales increased 230 percent from 1950 to
1970 and may reach $150 billion by 1980 (Shercks, 1971),
In Ohio, the estimated number of food and kindred products manufacturing employees in 1973 was over 83 thousand or about 6 per cent of the state's manufacturing work force. The three most populated counties of Ohio (Cuyahoga, Hamilton, and Franklin) accounted for 44 percent of this total. Franklin County had 7,490 food manufacturing workers in 1968 and 8,270 workers in 1973, an increase of over 10 percent, representing the largest growth in number of workers of the three counties (Directory of Ohio Manufacturers, 1972 and 1974). With population growth, increased public scrutiny of food wholesomeness, desire for more and better foods, changing eating patterns, public awareness of food costs, and needs for energy and resource conservation, food industry personnel will rely on the expansion of scientific know ledge to meet consumer needs and expectations. With this expansion of scientific knowledge, increased application of resulting technology will yield food processing occupations requiring a higher and more
1 specialized degree of skills than in the past.
The need for persons trained at the professional and para- professional employment levels in the aspects of food processing has been apparent. In 1969, the Institute of Food Technologists created a separate Career Guidance Committee from the Education Committee to give increased emphasis to attracting more young people to the field of food science/technology.
In 1967-68, more than 500 students were enrolled in two year post-high school food technology curricula in at least 10 states
(Geyer, 1969). Such programs were created primarily to fulfill two needs: (1) relatively few food science/technology four year graduates were available and (2) few programs existed for training technician level personnel. The alternative for fulfilling both needs was to hire high school graduates, but high school graduates lacked suffi cient specific training.
Some documented evidence exists that high school graduates of vocational agricultural products or food processing programs have ample employment opportunities. In Ohio, the Muskingum Area Joint
Vocational School offers a Food Processing Program that provides students with training in a variety of aspects of food processing.
Elsewhere in Ohio and in several other states, programs are provided that give curricular emphasis to selected aspects (meat, dairy, or fruit and vegetable products) of food processing, but relatively few vocational programs seem to offer the necessary training for the variety of food processing occupations. And there remains considerable question regarding what constitutes "necessary" training. Consequently, planners of vocational education programs are rightfully hesitant to
commit funds and staff to food processing program development without
empirical evidence to justify its existence and support its implemen
tation. Such seems to be the case for food processing program develop
ment in Franklin County, Ohio.
Vocational educators seek to provide persons with knowledge and
skills corresponding to occupations having employment opportunities.
The Vocational Edcuation Act of 1963 provided for agricultural pro
ducts processing as a separate instructional area within vocational
agriculture. The 1968 Vocational Act Amendments emphasized the need
for more effective planning to relate state and local vocational educa
tion to the anticipated manpower requirements and job opportunities
at the national, state, and local levels. Considering the impetus
provided by Vocational Education legislation and apparent employment
opportunities in such‘a significant and essential segment of the
American work force as the food processing industry, appropriate steps
toward program development should be undertaken at a greater pace for the benefit of vocational education clientele.
Statement of the Problem
The purpose of this study was to describe the following sub- managerial manpower and competency characteristics in the food processing industry of Franklin County, Ohio:
Manpower characteristics:
1. Numbers of full-time and part-time employees including replacements and additions
2. Variation in number of employees with season of the year 3. Employment requirements
4. Hourly wages
5. Occurrence and nature of company sponsored group training programs
6. Factors influencing the amount of on-the-job training needed by new employees
7. Factors influencing hourly wages paid
8. Occurrence and nature of promotions from sub-managerial to supervisory levels/reason(s) for no promotions
Competency Characteristics:
1, The relative importance of selected technical, business operations, and interpersonal relations competencies being held by beginning employees
2. The relative importance of technical functions in food processing
3, Employment and advancement potential of persons with compe tencies rated relatively important as compared to current employment applicants
4. Occupational experience placement potential
Emphasis was placed on describing the characteristics of manpower and competencies that were considered most relevant to vocational food processing program justification and planning.
Need for the Study
While vocational education programs in agricultural products processing are already emerging, and emphasis is on continued growth, little documented information is available concerning (1) the need for individuals trained for food processing occupations, (2) the occurrence and nature of existing training programs sponsored by food processing firms, or (3) the various characteristics of such occupations.
Smeltz (1969), in a doctoral study, attempted to identify, rate, and cluster competencies and titles of jobs at various occupational levels within the Pennsylvania food processing industry* Some conclusions of his study were as follows:
1. A four-year college education was desirable for managerial occupational titles, quality control technician, and plant engineers,
2. A high school education was desirable for the occupational titles of salesman, worker, processor, truck driver, buyer, maintenance mechanic and production supervisor.
3. On-the-job training and short courses offered by plant or industry were the methods most often used to train employees.
4. Data imply that there is a need for food processing occupa tional training at secondary, post-secondary, and college levels.
In an unpublished survey, Kantner and Pulse (1971) sought to justify a food processing program in Hamilton County (Ohio) Joint
Vocational School on the basis of local industry need and support.
To accomplish this, they interviewed representatives of 22 food processing firms, which included firms in the bakery, meat, poultry, and dairy commodity areas of the food industry of greater Cincinnati,
Ohio. Their objectives were to determine (1) the need for vocationally trained employees, (2) the number of "production" employees, (3) annual employee turnover, (4) job titles of "production" employees, and (5) corresponding job descriptions.
Although the Kantner and Pulse survey indicated some job opportunities for graduates of a vocational food processing program in greater Cincinnati, no other conclusions could be made from the data, since only a few interviews resulted in information pertinent to all of the survey's objectives. According to Lewis (1970),
"The relatively large number of job openings expected in food industry occupations during the 1970's indicate a need for the preparation of increased numbers of skilled workers. However, worker needs in the processing area during the 1970's are not well defined." (p. 3)
Other authors cited by Lewis (1970) agree that considerable employ ment opportunities exist in food processing occupations at all levels.
However, beyond research cited, virtually no evidence has been found related to sub-managerial food processing occupations which would help to justify and guide the development of vocational programs in food processing in Ohio.
Food processing was not an active instructional area of vocational agriculture in Ohio until 1971, when the first vocational food i processing program began operation in the Muskinghum Area Joint
Vocational School. This program and others, emphasizing only certain aspects of food processing, within and outside of Ohio seem to have relied primarily on persons associated with efforts to establish post- high school programs in food processing technology, state and national labor statistics, and local advisory committees as sources of informa tion relevant to program planning. While these information sources are valuable, they by no means can provide the full range of informa
tion necessary to justify and develop vocational programs which
complement the needs of the food processing industry and broaden the
occupational opportunities of high school graduates. Consequently, to
justifiably expand vocational education programs in food processing, decisions must be made on the basis of empirical information obtained
from food processing industry sources. 7
Rationale for the Study
The food processing Industry of Franklin County* Ohio was selected as the object of this study for two reasons;
1'. the Columbus Public Schools are currently expanding vocational education offerings.
2. The Franklin County food processing industry is highly heterogenous* producing a wide variety of food commodities.
To determine an appropriate methodology for this study* two broad categories of research were reviewed:
1. Types and techniques of manpower analysis which could be applied to sub-managerial food processing occupations
2. Types and techniques of occupational, analysis which had been or could be applied to sub-managerial food processing occupations.
Types and Techniques of Manpower Analysis; Wallace (1970) identified five major tasks to accomplish when planning a manpower study:
1. Assessment of community manpower requirements and demand of various types of workers.
2. Assessment of existing and anticipated sources of manpower supply.
3. Appraisal of job and career opportunities.
U. Assessment of existing and anticipated educational resources which could significantly affect supply.
5. Selection of industries* occupational clusters or careers, and entry and career development jobs providing on-the-job training leading to employment.
Kantner and Pulse (1971) indicated that about 10 percent turnover in production employees occurred in the food processing industry of greater Cincinnati, Ohio. However, little information regarding characteristics of sub-managerial employment and existing sources of training was provided. Drawbaugh and Merritt (1972) sought to determine the present and
projected employment opportunities for specific job titles and levels
in agriculture and natural resources in New Jersey. They indicated a
shortage of skilled labor in all four categories of the food process
ing industry studied— meat, dairy, canned fruit and vegetable, and
grain mill processing— and projected a 24.3 percent increase in the number of full-time positions by 1976. In terms of current and
expected needs by job titles, the data strongly supported the
establishment of vocational education offerings in food processing.
However, the data and conclusions may justifiably be questioned*
since they were based on a 15 percent response from a 92 percent
sample of food manufacturers in the state.
Published manpower data pertaining to the food processing
industry are included in such publications as Tomorrow^ Manpower Needs
(1971) and The Directory of Ohio Manufacturers (1974). Tomorrow^
Manpower NeedB contains data representing trends expected in the number of food processing employees, by commodity area, over the
1970 - 1980 period. The Directory of Ohio Manufacturers includes data regarding current number of food processing employees but is not a
source of manpower projections.
Hhile manpower research is abundant in the literature, little
information was found regarding sub-managerial food processing workers within Ohio— their numbers, annual turnover, job requirements,
existing methods of training, occurrence and nature of promotions,
expected wages— that is essential to justifying and planning a local vocational food processing program. Consequently, the five major tasks cited by Wallace (1970) were used as guidelines in determining appropriate elements of manpower information to be collected.
Types and Techniques of Occupational Analysis; In reviewing this category of research, overlapping in application of terms was evident.
While discussing occupational analysis models, Wallace (1970) stated,
"...we may expect the various theoretical models for determining what students should learn, to be tested through practical application, with the best eventually emerging with wide acceptance. At this point, however, the reader must use his best judgment and intuition in selecting his favorite." (p. 42)
Smeltz (1969) listed the following among the recommendations resulting.from his study:
1. That further study be conducted to determine more detailed competencies needed in occupations in agriculture food products processing plants.
2. That a five point scale be used to rate the importance of each competency.
Smeltz identified five competency factor groups or categories of most important competencies on the basis of interviews with managerial representatives in five food processing commodity areas.
In the meat and dairy commodity areas, the competency factor groups were management and supervision, quality control, sales and business skills, mechanics, and processing skills. The competency factor groups in the poultry and egg commodity area included a factor group for distribution. In the fruit and vegetable area, raw product procurement appeared as a factor. Procurement, storage, and distribution were combined into one competency factor group for the cereal grain and flour commodity area. This variation in competency factor groups among commodity areas indicates that certain competencies ao are commodity related.
The competency factor groups identified by Smeltz correspond to the "function”. According to Clark and Headers (1968), a function is
"an operation that must be performed somewhere in the total industry in order for it to be successful or continue to operate. It denotes a relatively precise process performed to achieve an outcome which is essential to the whole, in terms of overall industry purpose."
Regarding the technical competencies required in sub-managerial
food processing occupations, the function is a useful element for
identifying and organizing specific competencies. Rather than
organizing competencies by job title as did Smeltz(1969), Clark
(1966), in surveying the competencies needed by employees of the
Michigan agricultural-chemical industry, focused on essential functions and validated them by interviewing industry representatives. For each validated function, he listed competencies assumed to be essential
for the performance of the function. After validating the competencies,
he placed each on a color coded card according to function and
presented them to industry representatives to rank according to relative importance.
Two elements of the Clark study are noteworthy:
1. The ranking of competencies by' industry representatives in order of importance provided a simple means of deter mining both industry wide and specialized competencies.
2. The ranking of competencies appeared, to correspond to occupational levels within the industry and thereby, may provide a means for listing competencies according to occupational level, i.e., unskilled, semi-skilled, skilled, para-professional and professional.
Donahoo, et.al. (1972) sought to identify competencies needed by
persons entering the grain, feed, and seed business. They developed 11 and verified a list of competencies and presented them to management personnel and educators to respond to the relative importance of the competency on a scale of 1 (no importance) to 5 (essential). Respon~ dents were encouraged to add competencies if their experience indicated that important competencies were omitted.
In order to determine the relative importance that certain competencies be held, competencies were ranked in descending order by the use of a weighted score. The weighted score was determined by assigning the value of 5 when a competency was rated "Essential," h when rated "Very Important," 3 when rated "Average Importance," 2 when rated "Some Importance," and 1 when rated "No Importance." Thus, the weighted score of a competency was determined by summing the products of the number of respondents and the value for all five levels of importance for the particular competency.
Several elements of some or all of the preceeding studies were considered important for establishing the occupational analysis methodology for this study:
1. Competencies were used as the basic descriptor of work done in the particular occupations. According to Crawford (1967), identification of competencies is the intermediate step to establishment of instructional objectives.
2. A 5 point scale was used that permitted the respondent to judge a competency "no importance" or "not applicable" as well as one of four levels of greater importance.
3. Functions, rather than job titles or occupations, were used as the basiB for organizing competencies. Functions of an industry are essentially constant whereas the jobs or job titles not only vary with increasing technological change, but also among firms in the industry.
h. Evidence given that competencies are food product or commodity-related required that a ranking method be used 12 to attempt to Identify which competencies are more or less important to each commodity area. Such, distinction would be useful in identifying general competencies for the first year food processing curriculum and more specific commodity- related competencies for the second year curriculum involving cooperative experience. Further evidence indicated that some functions may be commodity related.
Objectives of the Study
The purpose of this study was to describe manpower and competency characteristics of sub-managerial employees in the food processing industry of Franklin County, Ohio, and to delineate their implications for the justification and planning of a vocational food processing program. The following specific questions were investigated;
Manpower
1. What are the annual and seasonal employment opportunities in terms of employee turnover and industry growth?
2. What are the employment requirements for beginning sub- managerial employees?
3. What are the wages paid to least skilled and most highly skilled employees?
4. What is the occurrence of group training programs provided to continuing employees, and what is the nature of recent programs in terms of typical contents?
5. What is the relative influence of certain factors on the amount of on-the-job training needed by beginning employees?
6. What is the relative influence of certain factors on the hourly wages paid to employees?
7. To what extent were employees promoted to a supervisory level during the past year?
A. Where promotions occurred, what was the highest job title given?
B. Where promotions did not occur, what was (were) the reason(s)? 13
Competencies
1. What is the relative importance of certain technical, business operations, and interpersonal relations competencies being held by beginning employees?
2. Does the relative importance of certain competencies vary ' with the type of commodity produced by food processing firms and if so, which competencies are commodity~related?
3. Does the relative importance of certain technical functions in the food processing industry vary with the type of commodity produced and if so, which functions are relatively most important within commodity areas?
4. What is the job placement potential of persons with competencies rated relatively important as compared to current employment applicants?
5. What is the occupational advancement potential of persons with competencies rated relatively important as compared to current employment applicants?
6. What is the cooperative occupational experience placement potential among food processing firms? CHAPTER II
METHODOLOGY
Population and Sample
The population of this study was the collection of manufacturing establishments in Franklin County, Ohio, whose principal activity was to convert or alter predominantly agricultural products into human foods, A manufacturing establishment was considered (1) an indivi dual firm in one geographical location or (2) a division or plant of an individual firm separated geographically from other divisions or plants of that firm.
The frame or accessible population in this study was the collec tion of food manufacturing establishments in Franklin County. The frame was initially compiled from The Directory of Ohio Manufacturers
(1974), by selecting establishments corresponding to food and kindred products standard industrial classification (SIC) codes. Each frame member included the name of the establishment, address, phone number, principal product(s), the name and title of the principal officer, and where available, the estimated number of employees.
To insure completeness, the population was compared to food manufacturing establishments listed in the Ohio Bell Telephone Direc tory (1974) for Columbus and vicinity. This process also served to verify the name and address of each establishment.
14 15
Further verification was done by comparing the frame to lists of various types of food manufacturing establishments used by the Food and
Dairy Division of the Ohio Department of Agriculture. Ohio Cooperative
Extension staff and Ohio State University faculty knowledgeable about the food processing industry were consulted to verify the names of principal officers. In a few instances, the name of a principal officer (usually "plant manager," since the person in that position was believed to be most familiar with production operations) was obtained by a telephone call to the manufacturing establishment.
To divide the population into logically defined commodity areas,
"Ingredients" was added to the commodity areas corresponding to the various food related SIC codes. This additional area permitted establishments manufacturing processed food ingredients to be classi fied together rather than dispersed among other commodity areas.
These commodity areas and their corresponding SIC codes and predomin ant products are shown in Table 1.
The study consisted of a mail census of the principal officers of the manufacturing establishments within the population. However, because of the nature and extent of information needed, it was decided that a manpower questionnaire be administered to one-half of the population and a competency questionnaire to the other half. Conse quently, random assignment of the instruments was considered essential to strengthen the study's external validity.
The population was stratified by commodity area. Within each stratum, the manufacturing establishments were paired in descending order of number of employees, to the extent number of employees was 16
TABLE 1
FOOD PROCESSING INDUSTRY COMMODITY AREAS BY STANDARD INDUSTRIAL CLASSIFICATION (SIC) CODES AND PREDOMINANT PRODUCTS
Commodity Area SIC Code Predominant Products
Bakery 2043 bread, cake and related 2051 products; cookies; 2052 crackers; cereal prepara tions
Beverage 2082 bottled and canned soft 2083 drinks, syrups; malt 2084 liquors; wines; brandy; 2085 distilled liquors 2086
Confectionery 2071 candies; chocolate and 2072 cocoa products; chewing 2073 gum
Dairy 2021 butter; natural or 2022 processed cheese, dehy 2023 drated, condensed and 2024 evaporated milk; ice 2026 cream; frozen desserts; fluid milk
Fruit and Vegetable 2033 canned, frozen or dehy- 2035 drated fruits and vegeta- 2037 bles; preserves; pickles; 2095 sauces; salad dressings; 2098 coffee; snack foods
Ingredients 2041 2075 milled grains; refined 2045 2076 sugar and syrup; edible 2062 2079 fats and oils, flavoring 2063 2087 extracts; spices 2074
Meat 2011 fresh or frozen meat; sau- 2013 sages and other prepared meats
Poultry and Eggs 2015 fresh or frozen poultry; fresh, dried or frozen eggs 17 known. Within each pair, one member was randomly chosen and then
randomly assigned one of the instruments by the even or odd result
of a die. The even/odd condition used in selecting a member of the
pair and assigning a questionnaire to it was maintained throughout the
instrument assignment process.
Of the 91 establishments reported in the Directory of Ohio Manu
facturers (1974), 74 were identified as "food manufacturing establish ments" according to the aforementioned definition. The distribution of these establishments by commodity area and instrument is shown in
Table 2.
TABLE 2
FOOD MANUFACTURING ESTABLISHMENTS IN FRANKLIN COUNTY BY COMMODITY AREA AND SURVEY QUESTIONNAIRE
Manufacturing Establishments
Manpower Competency Commodity Area Questionnaire Questionnaire Total
Bakery 9 8 17
Beverage 4 4 8
Confectionery 2 3 5
Dairy 5 5 10
Fruit and Vegetable 3 5 * • 8
Ingredients 2 2 4
Meat 11 9 20
Poultry and Eggs 1 1 2
(Total) 37 37 74 The design of this study was descriptive survey and therefore, was not intended to permit manipulation of variables or prediction of
outcomes. The purpose of the study was to describe various sub- managerial manpower characteristics and competencies of the food processing in terms of vocational food processing program justifica tion and planning.
The study was conducted according to the sequence of elements depicted in Figure 1. The crucial elements of the study were as follows:
1. Utilization of a panel of experts (extention specialists and university faculty with experience in the food processing industry) to assist in identifying and validating technical functions and sub-managerial competencies.
2. Use of the principal officer in several non-Franklin County food processing establishments and the Ohio Department of Agriculture for pilot-testing instruments.
3. Use of random assignment of instruments to members of each stratum within the population.
Non-response was considered the most significant threat to exter nal validity. To insure the highest response rate possible, telephone
follow-up of non-respondents was done immediately after the requested return date had passed. Non-respondents were informed of the purpose of the questionnaires and importance that all Franklin County food manufacturing establishments be represented. Non-respondents who mis placed the questionnaire received a follow-up mailing with a hand written reminder on the cover letter. After two months, those non
respondents still expressing an interest in completing the question
naire were interviewed. FIGURE 1, MAJOR ELEMENTS AND SEQUENCE OF STUDY
Identify technical Identify Franklin County functions in food food mft, establishments processing industry
Identify bus. operations Identify technical Validate by telephone Identify relevant and interpersonal rela- competencies by function and Ohio Dept, of Agr. listings manpower tions competencies____ characteristics I 3 1 -OalidateX- -X Validated
Pilot-testI Randomly assign Pilot-test questionnaire questionnaires to questionnaire paired membersr of strata \ t Mail questionnaire to principal officer of each establishment
y i Follow-up non-respondents
I Analyze/interpret data | (0 Data and Instrumentation
Two instruments were developed to obtain information regarding sub-managerial manpower and competencies in the food processing indus try: (1) "Sub-managerial Manpower in Food Processing. Firms," and (2)
"Competencies of Sub-managerial Employees in Food Processing Firms."
The manpower questionnaire (Appendix B) was designed to elicit data most needed to determine vocational program feasibility from the industry point of view and employmenl/advancement potential of graduates.
Data requested included the following:
1. Numbers of full-time and part-time employees
2. Numbers of replacements and additions hired in the past year
3. Seasonal variation in number of employees with season of highest employment cited
4. Employment requirements
5. Hourly wages
6 . Occurrence and nature of firm sponsored group training programs
7. Relative influence selected factors have on the amount of on^the-job training and hourly wages paid
8 . Occurrence and nature of promotions to a supervisory level or reason(s) for lack of promotions
General information (name of respondent, title, name, address and phone number of manufacturing establishments and principal products) was requested to verify information already known and to assist in
possible follow-up. The principal officer most often sent this instru ment was the plant manager, since it was believed this person would
have the most extensive understanding of the attributes, knowledge, and
skills needed by sub-managerial employees in the corresponding firm. 21
Consequently, numerical data were requested as "best estimates", since it seemed that plant managers probably would have neither the time nor accessible data to provide exact responses.
No attempt was made to identify manpower characteristics in terms of job titles. The food processing industry has diverse job titles at all levels and therefore it was believed that identifying and categorizing sub-managerial titles would be practically impossible.
The competency questionnaire (Appendix C) was composed of three major sections: (1 ) technical competencies, (2) business operations competencies, and (3) interpersonal relations competencies. The tech nical competencies were grouped by function (raw products and ingred ients^ processing operations, packaging, sanitation, quality control, and finished products handling) so that respondents could react to a number of sequentially related competencies and the relative importance of technical functions could be determined by analysis.
Respondents were asked to rate each competency in terms of the relative importance that it be held by a beginning sub-managerial employee in their plant or firm. After rating all competencies, respondents were asked if they were more likely to hire a person holding competencies they rated average importance to essential than typical persons currently seeking sub-managerial positions in their plant or firm.
The competencies included in the questionnaire were identified from the investigator's personal experience, materials under develop ment for the project "Career Education in Agricultural Business, Nat ural Resources, and Environmental Education" at The Ohio State llniver- 22
sity, and university faculty and extension personnel experienced in
food processing industry operations.
Both instruments were submitted to a panel of experts (vocational
teacher educators, state vocational agriculture supervisory staff, and
the aforementioned faculty and extension personnel) to gain recommenda
tions for improvement. The final instruments were pilot-tested among
principal officers in three non-Franklin County food processing firms
and the Food and Dairy Division, Ohio Department of Agriculture.
After further refinements, the instruments were mailed during
June 1974 to a principal officer In each of the 74 Franklin County food manufacturing establishments along with a cover letter (Appendix A)
explaining the purpose of the questionnaire and the use of the results.
Analysis
The initial step was to tabulate all responses for both question naires in terms of commodity area and total industry,
The manpower data were further analyzed by descriptive statistics, where appropriate, and in the case of questions regarding the influence certain factors have on training and wages, weighted scores (see below) were used to compare the influences of factors relative to each other.
Further analysis of competency data was done by determining a weighted score for each competency and comparing these scores among and within commodity areas and the total industry. The weighted score for a competency was determined by the formula shown below:
4 Weighted Score = £ ix n=l Where x = percent response at ith importance value 23
Competencies were then listed in decreasing order of industry
wide weighted scores. The competencies for which the difference in
weighted scores between commodity areas was 300 or greater were desig
nated "commodity- related" and reordered and listed in descending
order of weighted score for each commodity area.
The average weighted score of competencies within each technical
function was calculated for each commodity area and the overall indus
try. This permitted comparisons of the relative importance of techni
cal functions within and between commodity areas and the overall indus
try.
I i •v
CHAPTER III
MANPOWER FINDINGS
This chapter presents the findings relevant to seven of the
study's objectives. Information is included regarding (1) annual
and seasonal employment opportunities, (2 ) employment requirements,
(3) wages, (4) occurrence and nature of existing group training pro
grams, (5) factors influencing amount of on-the-job training programs,
(6 ) factors influencing hourly wages, and (7) occurrence of promotions
of sub-managerial employees in the Franklin County food processing
industry.
Responses were received from a principal officer in 25 food
manufacturing establishments. The respondents or principal officers
included company presidents, owners, vice-presidents, personnel mana
gers, and controllers, but the majority were production or plant managers. Table 3 includes further data regarding the respondents
by commodity area.
Extensive follow-up of non-respondents was done to account for
all questionnaires sent. All but three non-respondents were contacted
by telephone at least once so that, in most cases, their reason for not
returning the questionnaire was determined. These reasons are cited in
Table 4,
24 25
TABLE 3
MANPOWER QUESTIONNAIRE RESPONSE RATES BY COMMODITY AREA AND INDUSTRY
n T*11 « I s & £Fruit and 2Vegetable fi ...a s g 5 Manpower question 9 4 2 5 3 2 11 1 37 naires sent Responses 4 2 1 5 1 2 9 1 25 Percent Response 44 50 50 100 33 100 82 100 66 TABLE 4 REASONS FOR MANPOWER QUESTIONNAIRE NON-RESPONSE Reason3 Number of Non-Respondents Against Company policy 1 Questionnaire lost in return mail % Out of business July 1, 1974 1 Not interested in participating/information 2 requested confidential Not interested in participating/too busy - 3 . not certain of business' future Could not be reached 3 Not interested in participating/rather 1 cooperate with teacher areasons for non-respcnse determined by telephone follow-up of non-respondents 26 Annual and Seasonal Employment Opportunities Numbers of sub-managerial employees In certain employment cate gories were obtained to describe potential employment opportunities for graduates of a vocational food processing program. Principal officers were asked to enter the number of sub-managerial employees in their firm (or plant), according to their best estimates, for the following employment categories; (1 ) present number of full-time (*40 hours per week or more), (2 ) present number of part-time (less than *40 hours per week), (3) number hired during the past year as replace ments for previous employees, and (*4) number of employees hired during the past year to fill new positions. Since the data were collected in July 197*4, they represented fiscal year 197*4 (July 1, 1973 - June 30, 197*4). These data are summarized in Table 5. A comparison was made between data obtained in this study and the data presented in the Directory of Ohio Manufacturers (197*4) to determine if the manufacturing establishments/numbers of employees in the survey proportionally corresponded to the total Franklin County food processing industry. The 25 respondents represented 3*4 percent of the reported food manufacturing establishments in the county or 2,278 employees. Since the survey accounted for 2,103 full-time employees, a difference of 175 employees existed between the number of employees reported in the Directory of Ohio Manufacturers (197*4) and the number accounted for in this survey, Most of this difference is believed to represent managerial personnel. However, the difference 27 TABLE 5 NUMBERS OF SUB-MANAGERIAL EMPLOYEES IN CERTAIN EMPLOYMENT CATEGORIES AND CALCULATED ANNUAL TURNOVER AND GROWTH PER CENTAGES BY COMMODITY AREA AND INDUSTRY I t Employment & 8 Sj h ? 5” m Category % R O) op p m n o a G > m as tuia m Number full-time 792 310 50 290 300 *15 299 17 2013 (40 or more hrs/wk) Number part-time 34 2 0 7 0 0 10 44 97 (less than 40 hrs/wk) Number hired in past year 140 108 100 88 154 4 48 0 642 as replacements Number hired in past year l 8 0 0 46 0 22 3 80 to fill new positions Percent turnover in a work 17 35 200 30 51 9 16 0 29 force (fiscal 1974)a Percent growth in work 0 2 0 0 15 0754 force (fiscal 1974)° ^Percent Turnover = (replacements/ Full-time + Part-time) X 100 Percent Turnover - (new. positions/ Full-time + Part-time) X 100 seems small enough to support the reliability of random assignment of the manpower instrument to firms within the commodity areas and industry, Even though a similar comparison could not be made for individual commodity areas because of the lack of published information > the data obtained in this study are believed generalizable to both commodity area and industry levels within the limits of non-response error. 2B At the time these data were obtained, thirty-three percent of the sub-managerial work force in the Franklin County food processing indus try had been hired within the previous year. Two factors were combined to arrive at this figure: (1) annual turnover rate and (2) work force growth rate. An annual turnover rate of 29 percent was found for sub-manager ial food processing employees in Franklin County, Three factors can account for this seemingly high turnover. First, sub-managerial job openings in the food processing industry were readily available in 1973. According to the personnel manager of one firm, this period was marked by a relatively high rate of job change within the industry. Second, two commodity areas with higher than average turnover also had seasonal variations in number of employees exceeding five or ten percent. One respondent's firm was found to have a 100 percent variation in the number of employees by season. While it may seem that temporary or seasonal workers would inflate the turnover if includ ed in the number hired as replacements, several respondents gave assurance that the calculated turnover was accurate. Third, respondents were considering all sub-managerial personnel• levels— unskilled, semi-skilled, and skilled. According to a principal officer in one firm of a high turnover commodity area, turnover rate decreases as the level of skills needed for positions increases. How ever, by definition, positions at the unskilled level were included in these data and probably greatly influenced the turnover rates. Although the specific proportion of unskilled employees within the sub-managerial employment level is not known for the Franklin 29 County food processing industry, It is estimated at 40 percent, based on calculations made with data reported by Drawbaugh and Merritt (1972). If 40 percent of the 642 employees hired within fiscal year 1974 were unskilled, then 386 semi-skilled and skilled employees— the skill level expected of most graduates of vocational agriculture programs— were hired within the year by food processing firms responding in this study. When generalized to the food processing industry of Franklin County, 1135 skilled and semi-skilled employees were hired as replace ments for previous employees. The data regarding annual turnover are significant in justify ing a vocational education program, since they represented existing employment opportunities for graduates. While the data cannot be validly used for predicting future trends in employment opportunities, no evidence was found that would dispute the occurrence of a similar turnover in future years. Work force growth was the second factor used to establish that . 33 percent of the sub-managerial work force at end of fiscal year 1974 was hired within the year. The data in Table 5 indicate that a four percent annual increase in the number of sub-managerial positions occurred during fiscal year 1974. This growth rate is comparable to that found by Drawbaugh and Merritt (1972) in their study of manpower in the New Jersey food processing industry. Based on their data, a 25.3 percent increase in full-time sub-managerial positions was expected by 1976 or a growth in new positions of about 4 percent per year. Having achieved a measurement of sub-managerial employment opportunities in terms of turnover and growth, a measure of employment 30 opportunity in conjunction with seasonal employment fluctuations was considered necessary to determine an aspect of the potential for cooperative placement of vocational food processing students* Data collected relevant to this need are shown in Table 6, Six of 25 respondents indicated that their manufacturing estab lishment had a variation of greater than 5 percent in number of employees by season. Variation of 5 to 10 percent was reported within bakery and beverage commodity area firms, while variation of greater than 10 percent was reported in confectionery, dairy, and meat commodity area firms. One respondent indicated Spring was the season of greatest number of employees while the remaining respondents indi- cated Summer. With only 24 percent of the respondents reporting significant (greater than 5 percent) variation in number of employees, the indus try variation is relatively low but still a likely potential source of work stations for second year vocational food processing students. While second year students would normally be employed throughout the school year, seasonal fluctuations in employee needs among several commodities provide potential opportunities for cooperative placement experience in different firms. Employment Requirements With a measure of the availability of sub-managerial positions in the Franklin County food processing industry, a second objective of the study was to identify employment requirements for beginning sub-managerial employees. Respondents were given certain employment requirements and asked to identify those that applied to their firm. TABLE 6 PERCENT RESPONSES REGARDING VARIATION IN NUMBER OF EMPLOYEES WITH SEASON OF THE YEAR AND SEASON WITH GREATEST NUMBER OF EMPLOYEES BY COMMODITY AREA AND INDUSTRY >» a m G p O T3 a G o *H G H O CO > , bO P ra >o •H ' > > b o Response3 ro » -* O « ro L + j i n U CN a» th P P t H % Season % Season % Season % Season % Season % Season % Season % Season % Season None 50 NAb 0 NA 0 NA 40 NA 100 NA 100 NA 44 NA 0 NA 44 NA Less than 25 NA 50 NA 0 NA 20 NA 0 NA 0 NA 44 NA 100 NA 32 NA 5% 5 - 10% 25 50 50 50 0 ** 0 - 0 0 - 0 - V* 8 Su Greater 0 ** — — 100 Sp 40 Su 0 0 12 Su 0 ** 16 < Sp, Su than 10% Respondents answered the questions, "How much does the number of employees in your firm (or plant) vary with season of the year?" and "If the number of sub-managerial employees varies more than 5% with season, in which season is the number greatest?" ^ A « not applicable 32 The results of this question are presented in Table 7, All factors were considered employment requirements by some of the respondents. Additional requirements were written in the space provided on the questionnaire by two respondents; "Physical strength" and "good health and work attitude". The highest number of responses was received by the "references" factor, indicating that 64 percent of the firms require references before hiring an applicant. Similarily, the "proof of job skills claimed by applicant" was considered an employment requirement in 28 percent of the firms. While it is possible that respondents interpreted references as a means of obtaining the proof of job skills claimed by applicant, these two factors accounted for the employment requirements of a significant proportion of Franklin County food processing firms. It is believed that food processing employers who rely on references and proof of job skills (as a form of reference) do so because they have no better sources of information to determine whether or not an applicant matches a job's requirements. While 32 percent of. the manufacturing establishments required a high school diploma or equivalent, a sizeable 36 percent had no uniform employment requirements. These firms apparently did not have standardized employee selection criteria. With the majority of firms having either no uniform employment requirements or requiring references or proof of job skills, it seems that employers would wel come a system of competency ratings whereby an applicant could present a record of the occupational skills he possesses beyond those implied in a high school diploma. Such a system would provide helpful informa- TABLE 7 RESPONSES REGARDING BEGINNING SUB-MANAGERIAL EMPLOYMENT REQUIREEMNTS BY COMMODITY AREA AND INDUSTRY >> 0 p P 0 m O c p E— o T3 0 c o C H 0 0 >> 00 P 10 X i •H 60 P >»<*» (0 o ^ 0 p 6 0 '" ' P P .3- P CM 0 T-t p p H 0 CM cr> p W iH CO © 11 0 II 4-t II %'S —1 0 II P tt r-l II 3 Employment C > G c c •i-l G 3 D O C 0 G 3 T ) C • 0 10 v 0 V o ’ 0 • G 0 V O G w C Requirements ta ra CJ OMUS'* 3E A> 0 M No. Pet. No. Pet. No, Pet, No, Pet, No, Pet, No, Pet, No. Pet. No. Pet. No. Pet. High school dip- 1 25 2 100 0 0 1 20 0 0 1 50 3 33 0 0 8 32 loma or equiva lent Some previous voc- 0 0 1 50 0 0 0 0 1 100 0 0 0 0 0 0 2 8 ational or job oriented training Experience 0 0 0 0 0 0 0 0 0 0 1 50 2 22 0 0 3 12 Proof of job 1 25 0 0 0 0 0 0 0 0 2 100 3 33 1 100 7 28 skills claimed by applicant References 3 75 2 100 0 0 3 60 1 100 2 100 5 55 0 0 16 6** No uniform employ- 1 25 1 50 1 100 2 40 0 0 0 0 4 44 0 0 9 36 ment requirements tlon for determining the most desirable match of employee qualifications with job requirements and would help some firms to establloh improved employee selection criteria procedures in keeping with Affirmative Action and Equal Opportunity Employment regulations. Wage3 To better characterize sub-managerial positions in the food processing industry, respondents were asked to indicate the starting wage (least skilled) and maximum wage (most highly skilled) of employ ees in their manufacturing establishment. These wages are shown in Table 8. Table 8 HOURLY WAGES OF SUB-MANAGERIAL EMPLOYEES BY COMMODITY AREA AND INDUSTRY Wage =2 •x ii =2 n n=l n=l n=5 n n=9 n=l n*25 Ingredients Confectionery Dairy Beverage Fruit and Vegetable Industry c Meat o8 Poultry and Eggs Mean $3,38 $3,23 $2,00 $3,11 $2,80 $3,23 $3,07 $2.50 $2.91 starting Mean **.1*6 11.11* 3,1*0 4.30 5.16 3,85 5.07 5.82 **.35 maximum Lowest 2.00 2.80 2.00 2.25 2.80 2.80 2.25 2.50 2.00 Highest 5.73 t*.79 3.40 5.00 5.16 4.32 7.33 5.82 7.33 The data indicate a variation of over 30 percent in mean starting wages and over 70 percent in mean maximum wages. Although the commodity 35 areas vary in their proportional composition of smaller or larger firms, no relationship is apparent between size of firm (number of employees) and wages paid. Typically, larger firms have labor unions which have supported higher level wages than non-union firms, but the difference does not appear to be significant. The wage data were compared to similar data regarding the New Jersey food processing industry and other non-farm segments of agricul tural industry obtained by Drawbaugh and Merritt (1972). In order to make such comparisons, the industry wage data obtained in this study were converted to mean weekly starting and mean weekly maximum wages. The mean weekly starting and maximum wages from data obtained by Drawbaugh and Merritt were compiled by first identifying sub-managerial job titles (those jobs requiring a high school or secondary level vocational education or less) and then calculating the mean weekly wages reported for these job titles. The comparison data are shown in Table 9. The data indicate that mean weekly wages paid to sub-managerial workers in food processing are higher than wages paid to similar work ers in Horticulture and Agricultural machinery occupations. Because of the limited available research on this subject, any reasons given for this difference would be speculation. The difference in mean weekly wages between data obtained by Drawbaugh and Merritt (1972) regarding food processing and other data obtained in this study may be the result of a higher cost of living/ wages in eastern states than in mid-western states. This difference is magnified when considering the fact that data from the Drawbaugh and 36 TABLE 9 MEAN WEEKLY WAGES FOR THREE CATEGORIES OF OFF-FARM SUB-MANAGERIAL AGRICULTURAL OCCUPATIONS Mean Mean Category of Occupations Weekly Starting Wage Weekly Maximum Wage Horticulture® Nursery $118 $167 Horticulture Services 123 . 130 Florist 92 118 Agricultural Machinery® 112 155 Food Processing® 135 178 Food Processing^ 122 18>t aData compiled from Drawbaugh and Merritt (1972) ^Data compiled from results of this study in categories (dairy, fruit and vegetable, ingredients and meat commodity areas) correspond ing to those used by Drawbaugh and Merritt Merritt (1972) study were collected in 197i. Consequently, the true difference between wages earned by food processing workers in New Jersey and their counterparts in Franklin County, Ohio is not fully evident in the data. Assuming that wages in both geographical locations have kept pace with inflation and that the relative variations in mean weekly wages among these segments of non-farm agricultural industry are the same in Ohio as New Jersey, then graduates of vocational food processing programs would seem to have higher wage earning potential than graduates of vocational horticulture or agriculture mechanics programs— significant information in counseling perspective vocational agriculture students. 37 Group Training Programs An objective of this study was to determine the existence and ♦ nature of group training programs for sub-managerial food processing employees as a means for describing current training efforts within the industry. To meet this objective, principal officers were asked if their firm provided group (two or more persons) training programs to continuing employees (employed three or more months). If so, they were asked to check the item(s) which best described the content of recent such programs. Of the 25 total respondents, 22 respondents (88 percent) indicated that their firm did not have a group training program for continuing sub-managerial employees, Two respondents, however, indicated that recent group training programs in their firm included all items: (1 ) company organization policies and procedures, (2 ) employee responsi bilities, (3) product or process technical updates, (4) employee benefits, (5) quality control or assurance, (6 ) safety (OSHA), and (7) personal hygiene. A third respondent indicated the latter three items best described recent training program contents and listed "towmotor operations" as an additional item. Since only about 12 percent of the food manufacturing establish ments in Franklin County have group training programs for continuing employees, a vocational food processing program should neither create significant duplication of educational effort nor interfere with training of employees by specific firms on topics unique to these firms. Rather such a program would seem to complement training efforts occuring 38 within the industry and provide opportunity for further program develop ment in adult education, Factors Influencing On-The-Job Training Needs of Hew Employees A major contribution of vocational education to a program graduate should be that he has a lesser need for on-the-job training than his counterpart who had no vocational education. In addition to having better employment opportunity because of reduced on-the-job training needs, the vocational education graduate would seem to have more rapid advancement potential, since on-the-job training would almost immediately be directed at developing skills beyond the entry-level job, Conse quently, an objective of this study was to determine the relative influ ence certain factors have on the amount of on-the-job training needed by new sub-managerial employees in food processing. By knowing the relative influence of these factors, it was possible to identify certain general aspects of a potential vocational food processing program that when emphasized, would reduce the on-the-job training needs of graduates. Principal officers were asked to indicate the influence ("none*', "little", "some", or "much") that certain factors have in the amount of on-the-job training needed by new sub-managerial employees. The weighted scores calculated from the percent responses (see Appendix D) are shown in Table 10. When an applicant is hired as a new employee, his need for on-the job training is determined by two categories of factors— both repre sented in Table 10. The degree to which the new employee possesses or is able to recognize the characteristics implicit in these factors is TABLE 10 WEIGHTED SCORES3 REGARDING RELATIVE INFLUENCE SELECTED FACTORS HAVE ON AMOUNT OF ON-THE-JOB TRAINING NEEDED BY NEW SUB-MANAGERIAL EMPLOYEES >. u © CO c +J o •V © c *ri © to >» © 5 3 >» DO Pi © to P © A DO •P DO to o to © u P P1 © u U © © * u •H © Pi •P r"t 3 Pi > c $ 3 DO DO © 3 -3 •3 © © o © U © G © OC a > Factors n o a £•> M £ Pu © w < Skills required for successful job 300 150 300 240 300 250 256 200 259 performance Formal educational level of new 100 150 100 140 100 250 124 100 133 employee Legal or industry standards 68 100 0 60 300 0 88 200 93 Labor union requirements or standards 0 0 200 160 100 100 77 0 85 Safety hazards associated with new 200 150 0 220 200 200 132 300 208 employee's job Importance of employee's job to 266 300 200 300 100 300 256 300 267 successful company operation Previous employment experience of new 234 100 0 140 200 200 168 200 164 employee Mechanical aptitude of new employee 200 100 100 200 200 250 133 200 165 Personal qualities of new employee 234 300 200 220 0 300 200 200 222 ID aIf weighted score * 300, then factor has "much" influence; if 200, factor has "some1' influence; if 100, factor has "little” influence; if 0 , factor has no influence. 4’ff either within or outside the control of himself or those guiding his educational experiences. In terms of factors studied here, six were within some degree of control of the new employee or those who guided his educational exper- f * \ iencesj 1, skills required for successful job performance 2* formal educational level of new employee 3, safety hazards associated with new employee’s job ■ 4, nature of previous employment experience of new employee 5, personal qualities of new employee 6, mechanical aptitude of new employee With one exception as shown in Table 10, these six factors had the highest relative influence, as measured by weighted score, on the amount of on-the-job training needed by new sub-managerial employees in the food processing industry. In some commodity areas, these six were the most influential factors without exception. Such results have implications for several aspects of a vocational food processing program that would help the graduate be more employable. In terms of curriculum, development of food processing occupational skills would correspondingly reduce the amount of needed on-the-job training. Similarily, emphasis on safety, recognition and correction of or respect for safety hazards, and development of mechanical aptitude would also reduce the need for on-the-job training. Coupled with these emphases, cooperative occupational experience as a source of employment experience and the inherent continuation of formal education would also significantly help to reduce the need for on-the-job training. In terms hi of the influence of a new employee's personal qualities or his need for on-the-job training, FFA experiences could assist him to develop a favorable work and cooperative attitude and thereby be better able and more willing to learn specific aspects of a job through any on-the-job training still required. The remaining factors were considered beyond the control of the new employee or those who guided his educational experiences, Two of these factors, related to legal or industry standards and labor unions, have the least influence of all factors on the amount of on-the- job training needed. The third factor, "importance of the employees job to successful company operation" was rated as having the greatest industry wide influence of all factors. However, while a new employee has little control over the importance that management attaches to his particular job, he, as a graduate of a vocational program, may expect that preparation he received would reduce his need for on-the-job training, and would earn for him a position of greater responsibility and correspondingly higher level on-the-job training. Factors Influencing Wages Paid to Employees In order to identify ways in which a vocational food processing program could be designed to provide graduates with the highest initial and subsequent earning potential, principal officers were asked to indicate the influence ("none”, "little”, "some", or "much”) certain factors have on wages paid to sub-managerial employees, The weighted Bcores for these factors, calculated from the percent responses (Appendix E), are Bhown in Table 11. «*2 On the Industry vide scale, seniority had slightly more influence on wages paid than did technical skills because of the influence of labor unions, Technical skills, however, ranked highest in three of the commodity areas, and is expected to be a strong curricular emphasis in any vocational program. Supervisory skills was the third most Influential factor on wages paid. While the development of supervisory skills is typically not the thrust of a high school vocational program, it should receive attention in developing a vocational food processing program by providing students with leadership experiences in FFA and with participation in planning, organizing, and decision-making activities in classroom^ laboratory, and occupational experience work. The data indicate that curricular emphasis on, at least, technical and supervisory skills is likely to provide a vocational food proceBBlng program graduate with higher Initial wages and subsequent earning potential than his counter part who lackB such background. Occurrence and Nature of Promotions Data concerning the occurrence of promotions of sub-managerial employees to supervisory positions and the corresponding Job titles obtained were collected to determine advancement potential, These data are Bhown in Table 12. Of the 25 manufacturing establishments represented by respondents, 13 or 52 percent indicated that such promotions occurred in their firms during the paBt year, These promotions involved 30 employees or about 1,1* percent of the full-time sub-managerial work force in the Franklin TABLE 11 WEIGHTED SCORES3 REGARDING RELATIVE INFLUENCE SELECTED FACTORS HAVE ON WAGES PAID TO SUB-MANAGERIAL EMPLOYEES >. h 0 0 3 O TJ 0 £ 0 •H C -H 0 0 bO +» •H Ft o m O 10 *3 •o I? 58 +J 00 1 7 U .v >> +» 0 ■P w a m o O >4-1 •H O H > C •H S. 0 flj 3 'O TJ O a« m O 0 c 0 O C c > Factors CJ Q I# I £ CU 0 M < Seniority 300 250 200 160 100 250 212 300 220 Formal educational level 75 150 100 80 '200 100 77 200 96 Participation in firm sponsored training 125 100 0 80 0 0 102 200 88 Technical skills 225 50 200 260 300 150 234 200 216 Supervisory skills 200 150 200 260 100 0 220 200 196 aIF weighted score. = 300, then factor has "much” influence; if 200, factor has "some" influence; if 100, factor has "little" influence; if 0, factor has no influence. w TABLE 12 RESPONSES REGARDING PROMOTIONS OF SUB-MANAGERIAL EMPLOYEES TO A SUPERVISORY LEVEL Response1 Percent YES • 50 100 0 40 100 50 44 100 52 Number of 2 7 0 4 6 1 8 2 30 promotions Percent NO 50 0 100 60 0 50 56 0 48 aPrincipal officers were asked, "Have any sub-managerial employees in your firm (or plant) been promoted to a supervisory level during the past year?" and if yes, to list the number promoted. County food processing industry. The job title most often obtained was "foreman," but in one instance it was "plant manager." While the proportion of promotions of sub-managerial personnel was not especially high, promotions did occur and thereby gave evidence that entry-level positions in the food processing industry can lead to supervisory positions. Concerning reasons given for firms where no promotions occurred, 12 responses indicated no positions were open at a supervisory level. Additional reasons given included no sub-managerial employees possessed adequate technical skills, supervisory skills, or formal education. CHAPTER IV COMPETENCY FINDINGS This chapter presents the findings relevant to competencies of sub-managerial employees in the food processing industry of Franklin County, Ohio. In terms of the objectives of the study, five categories of information concerning vocational food processing program Justifica tion and planning were obtained from these findings; 1. Relative importance of competencies 2. Commodity-related competencies 3. Relative importance of technical functions It, Employment and advancement potential 5. Cooperative placement potential Three types of Bub-managerial competencies were included in the questionnaire (Appendix C) mailed to principal officers of food manu facturing establishments: technical, business operations, and inter personal relations. Competencies of a technical nature were arranged by function, i.e., raw products and Ingredients, processing operations, packaging, sanitation, quality control, and finished product handling. Respondents were instructed to rate each competency in terms of its importance for a beginning sub-managerial employee in their firm or plant; a rating of "0" was assigned to "not applicable" and rating of 5 was assigned to "essential," with "little importance," "average importance" and "very important" as intermediate ratings. Respondents 45 46 were encouraged to add any essential competencies that they believed were omitted from the list. After rating competencies, respondents were asked two questions regarding the employment and advancement potential of a person possess ing the competencies they rated average importance to essential. Responses were received from a principal officer in 28 Franklin County food manufacturing establishments. Host respondents were plant managers, but like respondents to the manpower questionnaire, presidents, vice-presidents, and a secretary-treasurer, also were represented. Table 13 includes data regarding these respondents by commodity area. TABLE 13 COMPETENCY QUESTIONNAIRE RESPONSE RATES BY COMMODITY AREA AND INDUSTRY o a § o o , bO +J ‘ ~ Competency Questionnaires 8 4 3 5 5 2 9 1 37 sent Responses 4 2 354271 28 Percent Response 50 50 100 100 80 100 78 100 76 When the initial return deadline had passed, non-respondents were contacted by telephone and appraised of the importance of their partici pation in the study. If they had not received or had misplaced the questionnaire, a second copy was mailed. Subsequent non-respondents were again contacted to determine their reason(s) for not completing the <♦7 questionnaire* In one instance, the questionnaire was completed by interview. As shown in Table lb, all but one non-respondent was contacted in this way. TABLE lb REASONS FOR COMPETENCY QUESTIONNAIRE NON-RESPONSE Reason8, Number of Non-Respondents Against company policy 1 Not interested in participating/no b time to complete it Not interested in participating/ 2 considered cooperation insignificant (Could not be reached) 1 6 aReasons cited for non-response In telephone follow-up conversations* For the purpose of thiB Btudy, the industry-wide response rate of 76 percent was believed to adequately support the generalization of competency findings to the food processing industry of Franklin County. Because the questionnaire was randomly assigned to firms and because the reasons given for non-response did not imply a non-response bias to the results, the competency data were also considered representative of each respective commodity area. Relative Importance of Competencies Responses to the competency questionnaire were tallied by level of importance for each competency. The total responses were converted to percent responses within each commodity area and for the industry. These data are presented in Appendix F. While the percent responses at each level of importance gives some indication of the relative importance that a particular competency he held hy a beginning sub-managerial employee, the weighted score, similar to that used by Donahoo, et.al.. (1972) was selected as a method for elucidating rank-order of the competencies, A weighted score was calculated for each competency by the following formula: U Weighted Score a 21 n ** 1 where x « percent response at i^1 importance value For example, if the percent response at each level of importance was as follows, Level of Importance Percent Response Importance Value not applicable 25 0 little importance 0 1 average importance 25 2 very important 50 3 essential 0 U then the weighted score (0 + 0 + 50 + 150 + 0) equaled 200. Thus, the minimum weighted score for a competency could be 0 (all respondents rated it "not applicable") and the maximum weighted score could be i»00 (all respondents rated it "essential"). By calculating the weighted score from percent response, rather than number of responses at each level of importance, the weighted scores among commodity areas were of common magnitude. Since an ordinal scale was used for rating the Importance of each competency, a competency with a weighted score of bOO could not he considered twice as important as a competency with a weighted score of 200. However, the former competency could he considered relatively more important than the latter. The weighted socreB of all competencies are presented in Tahle 1?. While respondents were encouraged to write in essential competencies' that they believed had heen omitted, none were entered in the spaces provided. As shown in Tahle 15, the weighted scores based on Industry wide responses ranged from lb to 387* Within commodity areas, weighted scores ranged from 0 to bOO. On the industry wide basis, Interpersonal Relations competencies received weighted Bcores in excess of 200 or average importance. Slmilarily, weighted scoreB for these competencies in each commodity area were generally in excess of 200, While such responses were expected due to the results of previous agriculture-related competency studies (Carpenter and Rodgers, 1970), the data strongly supported the need for beginning Bub-managerial employees who possess adequate inter personal relations attitudes and skills. Weighted scores of Business Operations Competencies ranged from 166 to 2bb industry-wide and 0 to 33b within commodity areas. Several of these competencies were included in the questionnaire even though they seemed more applicable to managerial personnel, These competencies, such as "understand how a business organization divides its profits and losses," "interpret food processing operations in terms of fixed TABLE 15 WEIGHTED SCORES OF COMPETENCIES NEEDED BY SUBrMANAGERIAL FOOD PROCESSING EMPLOYEES p? ID to G p O TJ © C V •H C M © CO bfl P (0 A >> m a m TJ p G . u p p © to Competency © to p. M V G p a > G ■H a bo . t>0 10 a Tt TJ to to O 10 • c 0) o c G n n CJ a £sS HI X CL. (0 M TECHNICAL Raw Products and Ingredients 1. identify attributes of wholesomeness 200 0 334 240 *250 100 225 200 212 of raw products and ingredients 2. identify major factors which affect 200 0 301 320 275 200 240 100 254 quality after delivery to plant 3. prescribe conditions required to main 150 0 234 280 250 300 197 200 232 tain quality of raw products and ingredients 4. verify items and quantities received 150 350 268 200 275 250 322 100 233 using appropriate invoices 5. subjectively inspect goods for accepta-r 125 350 334 220 325 300 268 200 257 bility and report findings to proper authority tn TABLE 15 - Continued 0) CO c p o Ti © e o •H ■> t o P •9 >> bO u > % RJ O • m * o U bO p b O + j + j C 3 bO bO id 3 Tf TJ RJ © O u o c- o o e C e q (X) o Q Iw.> M s n* rj M 6. unload and properly store raw products 300 300 266 260 325 300 ‘271 200 282 and ingredients using necessary equip ment and procedures 7. maintain prescribed rotation of raw 250 150 266 280 350 350 283 300 274 products or ingredients with produc tion schedules 8. maintain accurate inventory records of 100 233 220 325 350 254 200 222 raw products and ingredients Processing Operations 1. identify various types of food handling 175 550 200 180 150 150 225 0 179 and processing equipment 2. draw a diagram depicting processing 115 0 34 60 175 100 B3 0 68 sequence for the type of products your firm produces 3. calculate weight or volume proportions 125 0 268 220 250 350 157 200 205 of raw products or ingredients from formulae 4. recognize presence or lack of good manu 250 100 334 240 375 250 157 0 228 facturing practices TABLE 15 - Continued ©£ c +JM o T) © c © • r l c T-i © t o P •H £s^ to 69 (0 o •a b bo £ u © +j +» operate or assist in operating: 5. washing and sorting equipment 225 300 200 280 275 0 296 300 249 6. conveying and transporting equipment• 175 250 167 200 250 100 211 0 193 7. cutting and slicing equipment, both 225 0 200 80 125 0 257 0 159 hand and power 8. immobilizers 0 0 0 0 50 0 125 0 32 9. grinders 50 0 0 0 100 0 296 0 100 10. formers 20 0 68 50 50 0 125 0 50 11. scalding equipment 0 0 0 20 150 0 139 0 64 rotn TABLE 15 - Continued £ © © c p o *o © c © •H C rH © © bO P © a •H £ (0 U © £88 p £ u >» p p « P u © © © u •H © u p f-4 9 Competency > c •rt 9 bO bO © 3 TJ TJ © © o © c © o c C n pa o a £ 2 . HI X PL, © HI 12. chemical and mechanical peelers 50 100 34 24 13. pulping equipment 0 0 0 100 28 0 14 14. extracting equipment 0 40 25 150 28 0 31 15. homogenizers 0 240 125 150 28 0 78 16. pasteurizers 0 240 0 300 28 0 72 17. clarifiers 25 0 240 50 300 28 0 83 18. retorts 25 0 220 125 150 97 0 100 19. dryers b) TABLE 15 - Continued £ a> to c ■M o T5 ffl c o •rl C <0 » 00 4-> •H >> oo t? > > ro a 10-9 U 00 -M u p +» M (0 ffl 0J M-i & *H 0 ) u «H 3 Competency X > G •H 3 bO 00 (TJ 3 -a TJ HJ 0) O «a GV o c G m ra O Q £ 2 W s CU (0 M 20. filling equipment 75 300 68 240 350 300 128 0 185 21. ovens 75 0 62 0 100 150 139 0 80 22. vacuum pans 25 0 0 0 25 0 55 0 21 23. refrigeration equipment 100 0 102 200 200 300 225 0 166 24. mixers 200 0 301 60 250 300 169 0 172 25. closing machines 25 250 30 60 300 250 41 0 110 26. crating equipment 0 0 30 0 50 0 28 0 18 27. waste disposal equipment 125 150 102 60 200 50 111 0 99 m •p TABLE 15 - Continued >1 h 03 co C p o •O 0) c a •H C H V a) > * 0 0 P <0 •w > , b0 u > \ 10 O m TJ U bO p h £. 03 p p a) P M m 03 a £ • r l a) P P H 3 Competency •X > C •H 3 bO bO (0 3 * 3 TO to 03 o 28, air and water treatment equipment 50 60 125 50 111 69 30. identify wholesale and retail cuts of 25 0 310 82 beef, pork, and/or lamb 31. identify equipment parts or systems that 75 0 167 200 350 250 234 300 199 require periodic inspection and/or maintenance, i.e. lubrication 32. identify and use simple hand tools 175 100 167 200 150 250 239 300 221 33. recognize improperly operating 225 300 300 300 300 300 282 300 285 equipment and adjust or stop and report to proper authority 34. use necessary safety precautions while 350 350 300 300 400 400 257 400 388 working on or around machinery 35. read gauges, thermometers, control 200 100 300 300 325 300 311 300 279 charts, flow meters, and scales 36. maintain records or processing condi 25 0 266 260 225 300 215 200 215 tn tions or process variables in TABLE 15 - Continued >> u © to c _ -H o T3 O C 37. describe variables which affect physical 75 0 300 240 225 300 138 200 181 and chemical make-up of product during processing 3B. recognize, correct, and/or report all 225 250 300 340 275 400 311 300 315 conditions which are detrimental to product, equipment, or personnel Packaging 1. identify types of packaging materials 125 200 234 260 150 200 239 200 207 2. identify all federal and state quality 75 0 234 140 300 250 282 200 199 and grade markings 3. visually differentiate among yolume and 200 300 234 300 300 150 197 300 246 weight sizes of packages 4. describe the purposes and functions of SO 0 268 180 125 150 155 100 141 each technical type of packaging material CDon TABLE 15 - Continued o) a c P o u « c ® »H Ci-t® ^ w >> H O P (0/3 -H >1 m h £ 2 8 >,- p S S P § Competency x« > ° c^ *h * *3 s S>go S> & « IS 3-0s - o - o5 r J eg 0) O TO_ b 0)® C ®oc 0JOCC m m o a u* > w *s: cu to 5. describe uniform product code (UPC) 75 0 268 160 250 300 111 100 158 and nutritional labeling requirements 6. operate or assist in operating packaging 125 250 300 260 300 300 222 300 253 and labeling equipment Sanitation 1. identify the various chemical agents by 100 150 200 200 250 250 83 200 162 technical name used in sanitation and pest control 2. distinguish between those chemical agents 200 100 266 300 375 300 300 300 275 which are and are not permitted for food contact surfaces 3. recognize equipment or parts of equip* 300 100 334 320 375 350 300 100 296 ment that require disassembly for proper sanitation 4. recognize inadequately cleaned equipment 275 350 334 380 375 350 367 300 350 5. prepare cleaning and sanitizing solutions 150 50 334 320 350 300 250 100 257 for use according to directions U1 TABLE 15 - Continued o> eg sO TJ O +* p O ■H C 6. select and operate tools/equipment 175 100 268 340 325 350 253 0 254 required for sanitation 7. perform cleaning and sanitizing 275 0 334 340 275 350 253 0 282 procedures in proper sequence 8. differentiate between "dean-in-place"and 100 0 266 260 300 300 198 0 205 "clean-out-of-place" systems and describe variables affecting their use 9. identify types of microorganisms 75 0 334 140 300 300 169 0 194 commonly occurring in and around food plants 10. distinguish between desirable and 75 0 362 240 300 300 139 0 195 undesirable types of microorganisms in foods 11. identify sources of entry of micro- 175 0 334 300 275 350 184 0 226 organisms into a food product prior to and during processing 12. recognize all potential sources of food 175 0 334 420 275 350 296 200 263 contamination within a food processing plant - inCO TABLE 15 - Continued © a P F O tJ © p © *rl P -H V bo F •H m O "■8 -a f* u v © © >F £ i i S F Competency > P P to £o (0 <0 © O © p © Industry CQ P3 U O £ 2 s Poultry Eggsand 13. regularly perform and report various 150 300 340 325 350 250 0 248 sanitation tasks prescribed by plant sanitarian or other authority 14, conform to all acceptable standards 375 400 400 360 375 400 211 200 387 of personal hygiene Quality Control 1. interpret quality control test results 75 200 300 260 300 350 125 200 203 in terms of company standards and state and federal regulations 2. accurately operate scales and balances 150 200 334 340 350 350 311 200 235 3. sample product at various stages from 85 . 150 334 300 250 350 97 0 197 raw ingredients to finished product according to statistical procedure 4. describe storage conditions required 25 150 334 240 175 300 153 0 175 for accurate shelf-life studies of several types of food products 5. measure pH using meter 25 200 263 260 225 350 82 0 168 tocn TABLE 15 - Continued > > f. 0) a c p o TJ © c © ♦ H C H 0) a >» to P Id rQ •H >> b0 u id u id u oo p b u © P P a> P M V) a) « £ • H © u P H 3 Competency a : > c 3 b O b O m 3 T3 •3 id a 0 id R a> O R C 03 « a a £ a. m M 6, measure acidity using titration method 25 200 65 260 200 150 69 128 7. measure percent sugar or salt using 25 150 166 240 225 150 86 0 139 appropriate hydrometer 8. measure refractive index and solids 50 100 34 140 100 350 27 92 content using refractometer 9. measure vacuum and headspace of canned 50 60 225 250 14 70 products 10. operate microscope using counting chamber 0 150 0 160 175 250 14 0 86 or various slide mounts 11. measure fat content using appropriate 0 50 34 280 125 300 139 0 232 equipment and procedures 12. measure water and moisture content 50 100 34 200 250 300 139 0 146 13. correctly prepare, innoculate, and incubate 0 150 34 200 150 250 41 Q 104 O' plates for routine microbiology tests o TABLE 15 Continued h © a c P o •o © C 14. use colony counter 50 31* 220 125 100 41 65 15, accurately maintain various quality 50 150 100 320 300 350 128 0 182 control records Finished Product Handling 1. maintain accurate inventory records of 175 200 300 180 300 350 198 0 232 finished product according to item and lot codes 2. maintain records of product codes 125 350 300 180 300 350 125 0 207 received by each customer 3. assemble shipment of finished product 225 350 300 260 375 300 26*f 0 281 according to customer orders 4. load shipments without damage using 300 250 300 200 350 300 240 0 276 necessary, conveyors and transporting equipment 5. prepare accurate shipping labels 25 250 332 140 325 350 194 0 202 >* u © to C ■w o •o ® c © *rl c w © a > * GO +» (0 A • h >> M U > . (0 o 10 T3 h bO +J u U 0 +J -p © W to © o •H © ± > 6. identify and correct or assist in 150 100 268 340 325 350 268 0 258 correcting storage conditions which are detrimental to finished product 7. detect and correct housekeeping prac- 300 300 266 340 350 400 323 200 322 tices that are safety hazards BUSINESS OPERATIONS 1. explain general functions of divisions 225 0 234 160 275 200 166 0 185 (sales, production, etc,) within a food processing company 2. identify his/her position within the 225 200 266 160 250 150 183 200 224 firm’s formal lines of authority 3. interpret food processing operations 75 0 268 180 300 250 128 200 171 in terms of fixed and variable costs 4. understand the importance and function of 150 150 332 220 300 250 127 200 203 business profits 5. understand how a business organziation 75 50 300 180 225 250 111 200 166 divides its profits and losses o TABLE 15 - Continued £ o 01 c p o *o 0) c 6, prepare clear and concise written reports 75 150 33* 220 225 300 139 200 193 7, identify operations improvements that 125 0 334 20Q 325 300 197 200 214 could be used by management to promote business growth 8, recognize how a business contributes to 100 50 266 240 275 250 208 200 208 the community 9, effectively meet and serve the public 125 150 300 280 300 200 269 200 244 INTERPERSONAL RELATIONS 1. demonstrate a willingness to work 375 300 366 380 375 400 324 300 357 2, demonstrate a willingness to learn 375 300 366 380 375 400 324 300 357 3, demonstrate a willingness to ask 350 300 366 380 325 350 314 200 335 questions 4. work with minimal supervision 300 300 334 340 325 300 300 200 210 g TABLE 15 - Continued >> Ci V tQ c P o TJ < D C 0) *H C «-l Q) <0 Sh bO p >> bO U id u U bo P u +j•■a +j s « P M a v c •H 3 bO bO Id 3 T3 -3 Competency 18 a) o id U O ' C © O C C » CD CJ a £ > W SS CD ID M 5. communicate effectively 300 250 334 300 325 350 324 200 314 6. make decisions 200 200 334 260 300 350 254 100 260 7. get along with others 350 350 366 360 350 350 314 300 343 8. project a desirable image for firm 300 250 366 260 350 300 314 300 318 9. use the telephone for business 100 150 366 240 325 200 226 200 229 transactions 10, describe the common reasons for 300 200 . 300 220 325 250 152 100 231 occupational failure t 11. describe the foundations of good 275 200 300 280 350 300 184 200 257 relations with supervisors o» ■p TABLE 15 Continued £ V <0 c p o T5 © c © •H C V ^ « bO p © X) •H >> bO &■ <0 CJ © T) U bo p u © P P c •rf 3 bo £b flj 3 -O •O © o <0 © O C c cq CJ Q s : Pu <0 12. explain the employee characteristics 275 200 300 220 275 350 183 100 238 that favor occupational advancement 13. unify loyalty to job, employer, and 300 250 300 320 300 300 296 100 296 fellow workers Ctn l 66 and variable costs," explain the general functions of divisions (sales, production, etc.) within a food processing company," received corres pondingly lower weighted scores. Conversely, competencies regarding meeting and serving the public, recognizing the contribution of a business to the community, understanding the importance and function of business profits, identifying operations improvements, and identifying his/her position within the firm's formal lines of authority, which seemed applicable to both managerial and sub-managerial, received correspondingly higher weighted scores. Table 16 includes all competencies ranked in descending order of importance based on industry-wide responses. These data depict the relative importance of each competency being held by a beginning sub- managerial employee regardless of commodity area. A similar ranking of the relative importance of each competency could be done by commodity area, based on the weighted scores shown in Table 15 and representing the relative importance that each competency be held by a beginning sub-managerial employee in the corresponding commodity area. Competencies that received the lowest weighted scores generally concerned the operation of certain kinds of food processing equipment. For example, competencies regarding pulping equipment, peelers, dryers, and vacuum pans ranked lowest industry-wide and by commodity area, because they are not extensively used in the firms composing the Franklin County food processing industry. Two categories of competencies have been identified within Table 16: (1) competencies for which all responses were average importance, very important, or essential and (2) commodity related competencies. 67 » Thirteen competencies, included in the first category, were judged at least average importance by all 28 respondents * Six of these were Interpersonal Relations competencies. The remaining seven were Techni cal competencies. The six Interpersonal Relations competencies and corresponding weighted scores indicated that respondents attach much importance to the beginning sub-managerial employee's ability and willingness to cooperate and be loyal to his fellow workers and his employer. The Technical competencies and corresponding weighted scores demonstrated that respondents consider competence in safety, sanitation, and recog nition of improper operations or conditions as most important. Commodity-Related Competencies As shown in Table 15, the weighted scores of Technical competen cies ranged from 14 to 387 within the industry and 0 to 400 within commodity areas. This category had a wider range of weighted socres than either the Interpersonal Relations or Business Operations categor ies. The range was believed to be due to the relationship of some competencies to commodity areas, i.e., a competency was rated essential or very important in one commodity area and little importance or not applicable in another area. To identify competencies that seemed to be commodity related, the range of weighted scores for each competency across commodity areas was determined. A range of 300 or more was believed to represent a significant difference in weighted scores between commodity areas (not applicable (0) or little importance (100) in one commodity area 68 TABLE 16 COMPETENCIES NEEDED BY BEGINNING SUB-MANAGERIAL EMPLOYEES IN THE POOD PROCESSING INDUSTRY AND CORRESPONDING WEIGHTED SCORES THE BEGINNING SUB-MANAGERIAL EMPLOYEE SHOULD BE ABLE TO: Competency Weighted Typesc Scored aConform to all acceptable standards of personal hygiene T 387 aUse necessary safety precautions while working on or T 368 around machinery demonstrate a willingness to work I ' . 357 demonstrate a willingness to learn I 357 decognize inadequately cleaned equipment T 350 aGet along with others I 343 demonstrate a willingness to ask questions I 335 detect and correct housekeeping practices that are T 322 safety hazards aProject a desirable image for firm I 318 decognize, correct, and/or report all conditions which T 315 are detrimental to product, equipment, or personnel Communicate effectively 314 aWork with minimal supervision I 310 Accurately operate scales and balances T 296 Recognize equipment or parts of equipment that require T 296 disassembly for proper sanitation Unify loyalty to job, employer, and fellow workers I 296 decognize improperly operating equipment and adjust or T 285 stop and report to proper authority aUnload and properly store raw products and ingredients T 282 using necessary equipment and procedures Perform cleaning and sanitizing procedures in proper T 282 sequence Assemble shipments of finished product according to T 281 customer orders Read gauges, thermometers, control charts, flow meters T 279 and scales 69 TABLE 16 - Continued Distinguish between those chemical agents which are and T 275 are not permitted for food contact surfaces ^Load shipments without damage using necessary conveyors T 275 and transporting equipment Maintain prescribed rotation of raw products and ingred- T 274 ients with production schedules "Recognize all potential sources of food contamination T 263 within food processing plant Make decisions 1 260 * ^Identify and correct or assist in correcting storage T 258 conditions which are detrimental to finished product "Prepare cleaning and sanitizing solutions for use accord- T 257 ing to directions Describe the foundations of good relations with super- I 257 visors Subjectively inspect goods for acceptability and report T 257 findings to proper authority Select and operate tools/equipment required for sani- T 291* tation Identify major factors which affect quality after deli- T 254 very to plant Operate or assist in operating packaging and labeling T 253 equipment Operate or assist in operating washing and sorting T 249 equipment ^legularily perform and report various sanitation tasks T 248 prescribed by plant sanitarian or other authority Visually differentiate among volume and weight sizes of T 246 packages Effectively meet and serve the public B 244 Explain employee characteristics that favor occupa- I 238 tional advancement Verify items and quantities received using appropriate T 233 invoices "Maintain accurate inventory records of finished product T 232 according to item and lot codes Prescribe conditions required to maintain quality of T 232 raw products and ingredients Describe common reasons for occupational failure I 231 Use the telephone for business transactions B 229 ^Recognize presence or lack of good manufacturing prac- T 228 tices 70 TABLE 16 - Continued ^Identify sources of entry of microorganisms into a food T 226 product prior to and during processing ^Maintain accurate inventory records of raw products and T 222 ingredients Identify and use simple hand tools T 221 Identify his/her position within the firm'sformal lines B 224 of authority "Maintain records of processing conditions or process T 215 variables ^Identify operations improvements that could be used by B 214 management to promote business growth ^Identify attributes of wholesomeness of raw products and T 212 ingredients Recognize how a business contributes to the community B 208 Identify types of packaging materials T 207 ^Maintain records of product codes receivedby each T 207 customer ^Differentiate between "clean-in-place" and "clean-out-of- T 205 place" systems and describe variables affecting their use ^Calculate weight or volume proportions of raw products T 205 or ingredients from formulae Interpret quality control test results in terms of com- T 203 pany standards and state and federal regulations Understand the importance and function of business B 203 profits ^Prepare accurate shipping labels T 202 Identify all federal and state quality and grade mark- T 199 ings "Identify equipment parts or systems that require periodic T 199 inspection and/or maintenance, i.e., lubrication ^Sample product at various stages from raw ingredients T 197 to finished product according to statistical procedures ^Distinguish between desirable and undesirable types of T 195 microorganisms in foods ^Identify types of microorganisms commonly found in and T 194 around food plants Prepare clear and concise written reports B 193 Explain general functions of divisions (sales, produc- B 185 tion, etc.) within a food processing company ^Operate or assist in operating filling equipment T 185 ^Accurately maintain various quality control records T 182 71 TABLE 16 - Continued ^Describe variables which affect the physical and chem T 181 ical make-up of a product during processing Identify various types of food handling and processing T 179 equipment ^Describe storage conditions required for accurate shelf- T 175 life studies of several types of food products ^Operate or assist in operating mixers T 172 ^Interpret food processing operations in terms of fixed B 171 and variable costs ^Measure pH using meter T 169 Understand how a business organization divides its pro B 166 fits and losses ^Operate or assist in operating refrigeration equipment T 166 Identify the various chemical agents by technical name T 162 used in sanitation and pest control Operate or assist in operating cutting and slicing T 159 equipment, both hand and power “Describe uniform product code (UPC) and nutritional T 158 labeling requirements Measure water and moisture content T m e Describe the purposes and functions of each technical T m i type of packaging material Measure percent sugar or salt using appropriate hydro T 139 meter Measure fat content using appropriate equipment and T 132 procedures Measure acidity using titration method T 128 ^Operate or assist in operating closing machines T 110 Correctly prepare, inoculate, and incubate plates for T 101} routine microbiology tests Operate or assist in operating retorts or sterilizers T 100 Operate or assist in operating grinders T 100 Operate or assist in operating waste disposal equipment T 99 ^Measure refractive index and solids content using T 92 refractometer Operate microscope using counting chamber or various T 86 slide mounts Operate or assist in operating clarifiers T 83 72 TABLE 16 - Continued ^Identify wholesale and retail cuts of beef, pork, and/ T 82 or lamb Operate or assist in operating ovens T 80 Operate or assist in operating homogenizers T 78 ^Operate or assist in operating pasteurizers T 72 Measure vacuum and headspace of canned products T 70 Operate or assist in operating air and water treatment T 69 equipment Draw a diagram depicting processing sequence for the T 68 the type of products your firm produces Use colony counter T 65 Operate or assist in operating scalding equipment T 64 Operate or assist in operating formers T 60 Operate or assist in operating immobilizers T 32 Operate or assist in operating extracting equipment T 31 Operate or assist in operating dryers T 26 Operate or assist in operating chemical and mechanical T 24 peelers Operate or assist in operating vacuum pans T 21 Operate or assist in operating crating equipment T 18 Operate or assist in operating pulping euqiproent T 14 • •<•--- Competencies that all respondents ranked "average importance," "very important," or "essential". Competencies designated "commodity-related", i.e., the range of weighted scores among commodity areas equaled or exceeded 300. Competency types: B = Business Operations; I = Interpersonal Rela tions; T - Technical ^Weighted score is a measure of the relative importance that a compe tency be held by the beginning sub-managerial employee. Weighted score can range from 400 to 0, 400 being "Essential," 300 being "Very Important," 200 being "Average Importance," 100 being "Little Importance," and 0 being "Hot Applicable". and very important (300) or essential (400) in another). Consequently, any competency for which the range of weighted scores equaled or exceeded 300 was considered "commodity-related," and is identified in Table 16. The "commodity-related" designation suggests that the relative importance of these competencies being held by beginning sub-managerial employees is dependent on commodity area. However, because the scale used by respondents to rate the importance of each competency may not have yielded equal intervals between rating points, no definite conclusion could be made from the data regarding whether a particular competency is or is not commodity-related. However, for the purposes of this study, the designation of commodity-related served to identify competencies likely to be relative ly more or less important to sub-managerial employees working in a particular commodity area. It was upon this basis that implications for curriculum development regarding commodity related competencies were derived. Tables 17 through 24 show the 43 commodity-related competencies by commodity area. Forty-one were Technical competencies while two were Business Operations competencies. The number of Technical competencies within each technical function is as follows: Raw Products and Ingredients 5 Processing Operations 13 Packaging 1 Sanitation 9 Quality Control 7 74 TABLE 17 BAKERY COMMODITY-RELATED COMPETENCIES AND CORRESPONDING WEIGHTED SCORES THE BEGINNING SUB-MANAGERIAL EMPLOYEE SHOULD BE ABLE TO: Load shipments without damage using necessary conveyors and 300 transporting equipment Perform cleaning and sanitizing procedures in proper sequence 275 * Recognize presence or lack of good manufacturing practices 250 Operate or assist in operating washing and sorting equipment 225 Assemble shipments of finished product according to customer 225 orders Identify major factors which affect quality after delivery to 200 plant Identify attributes of wholesomeness of raw products and ingred- 200 ients Operate or assist in operating mixers 200 Identify sources of entry of microorganisms into a food product 175 to and during processing Maintain accurate inventory records of finished product according 175 to item and lot codes Select and operate tools/equipment required for sanitation 175 Recognize all potential sources of food contamination within a 175 food processing plant Identify and correct or assist in correcting storage conditions 150 which are detrimental to finished product Prepare cleaning and sanitizing solutions for use according to 150 directions Regularly perform and report various sanitation tasks prescribed 150 by plant sanitarian or other authority Verify items and quantities received using appropriate invoices 150 Prescribe conditions required to maintain quality of raw products 150 and ingredients Calculate weight or volume proportions of raw products and ingred- 125 ients from formulae Identify operations improvements that could be used by management 125 to promote business growth Maintain records of product codes received by each customer 125 75 TABLE 17 - Continued Maintain accurate inventory records of raw products and ingred*- 100 ients Differentiate between "clean-in-place1' and "clean-out-of-place" 100 systems and describe variables affecting their use Operate or assist in operating refrigeration equipment 100 Sample product at various stages from raw ingredients to finished 85 product according to statistical procedures Identify equipment parts of systems that require periodic inspect 75 tion and/or maintenance, i.e., lubrication Distinguish between desirable and undesirable types of micro- 75 organisms in foods Identify types of microorganisms commonly occurring in and around 75 food plants Operate or assist in operating filling equipment 75 Describe variables which affect the physical and chemical make-up 75 of product during processing Interpret food processing operation in terms of fixed and variable 75 costs Describe uniform product code (UPC) and nutritional labeling 75 requirements Accurately maintain various quality control records 50 Measure water and moisture content SO Measure refractive index and solids content using refractometer 50 Maintain records of processing conditions or process variables 25 Prepare accurate shipping labels 25 Describe storage conditions required for accurate shelf*-life 25 studies of several types of f.ood products Measure pH using meter 25 Operate or assist in operating closing machines 25 Operate or assist in operating clarifiers 25 Identify wholesale and retail cuts of beef, pork, and lamb 25 Measure fat content using appropriate equipment and procedures 0 Operate or assist in operating pasteurizers 0 TABLE 18 BEVERAGE COMMODITY-RELATED COMPETENCIES AND CORRESPONDING WEIGHTED SCORES THE BEGINNING SUB-MANAGERIAL EMPLOYEE SHOULD BE ABLE TO: Maintain records of product codes received by each customer 350 Verify items and quantities received using appropriate invoices 350 Assemble shipments of finished product according to customer 350 orders Operate or assist in operating washing and sorting equipment 300 Operate or assist in operating filling equipment 300 Operate or assist in operating closing machines 250 Prepare accurate shipping labels 250 Load shipments without damage using necessary conveyors and 250 transporting equipment Maintain accurate inventory records of finished product according 200 to item and lot codes Measure pH using meter 200 Describe storage conditions required for accurate shelf-life 150 studies of several types of food products Accurately maintain various quality control records 150 Sample product at various stages from raw ingredients to finished 150 product according to statistical procedures Identify and correct or assist in correcting storage conditions 100 which are detrimental to finished product Recognize presence or lack of good manufacturing practices 100 Measure water and moisture content 100 Measure refractive index and solids content using refractometer 100 Measure fat content using appropriate equipment and procedures 50 Prepare cleaning and sanitizing solutions for use according to 50 directions Identify wholesale and retail cuts of beef, pork, and/or lamb 0 Operate or assist in operating clarifiers 0 77 TABLE 18 - Continued Operate or assist in operating pasteurizers 0 Operate or assist in operating mixers 0 Operate or assist in operating refrigeration equipment 0 Maintain records of processing conditions or process variables 0 Describe uniform product code (UPC) and nutritional labeling 0 requirements Interpret food processing operations in terms of fixed and vairable 0 costs Describe variables which affect the physical and chemical make-up 0 of product during processing Identify types of microorganisms commonly occurring in and around 0 food plants Distinguish between desirable and undesirable types of micro- 0 organisms in foods Identify equipment parts or systems that require periodic inspec- 0 tion and/or maintenance, i.e., lubrication Differentiate between "clean-in-place” and "dean-out-of-plaee" 0 systems and describe variables affecting their use Maintain accurate inventory records of raw products and ingredients 0 Identify operations improvements that could be used by management 0 to promote business growth Calculate weight or volume proportions of raw products or ingred- 0 ients from formulae Prescribe conditions required to maintain quality or raw products 0 and ingredients Regularly perform and report various sanitation tasks prescribed 0 by plant sanitarian or other authority Recognize all potential sources of food contamination within a 0 food processing plant Select and operate tools/equipment required for sanitation 0 Identify sources of entry or microorganisms into a food product 0 prior to and during processing Identify attributes of wholesomeness of raw products and 0 ingredients Identify major factors which affect quality after delivery to plant 0 Perform cleaning and sanitizing procedures in proper sequence 0 TABLE 19 CONFECTIONERY COMMODITY RELATED COMPETENCIES AND CORRESPONDING WEIGHTED SCORES THE BEGINNING SUB-MANAGERIAL EMPLOYEE SHOULD BE ABLE TO: Distinguish between desirable and undesirable types of micro 362 organisms in foods Sample product at various stages from raw ingredients to finished 334 product according to statistical procedure Recognize presence or lack of good manufacturing practices 334 Describe storage conditions required for accurate shelf-life studies 334 of several types of food products Identify sources of entry of microorganisms into a food product 334 prior to and during processing Recognize all potential sources of food contamination within a food 334 processing plant Identify types of microorganisms commonly occuring in and around 334 food plants Prepare cleaning and sanitizing solutions for use according to 334 directions Identify attributes of wholesomeness of raw products and ingred 334 ients Perform cleaning and sanitizing procedures in proper sequence 334 Identify operations improvements that could be used by management 334 to promote business growth Prepare accurate shipping labels 332 Identify major factors which affect quality after delivery to plant 301 Operate or assist in operating mixers 301 Describe variables which affect the physical and chemical make-up 300 of products during processing Maintain records of product codes received by each customer 300 Load shipments without damage using necessary conveyor transport 300 ing equipment Maintain accurate inventory records of finished product according 300 to item and lot codes Assemble shipments of finished product according to customer orders 300 Regularly perform and report various sanitation tasks prescribed 300 by plant sanitation officer or other authority 79 TABLE 19 - Continued Describe uniform product code (UPC) and nutritional labeling 268 requirements Calculate weights or volume proportions of raw products or 268 ingredients from formulae Verify items and quantities received using appropriate invoices 268 Identify and correct or assist in correcting storage conditions 268 which are detrimental to finished product Interpret food processing operations in terms of fixed and 268 variable cost Select and operate tools/equipment required for sanitation 268 Maintain records of processing conditions or process variables 266 Differentiate between ''clean-in-place'1 and "clean-out-of-place" 266 systems and describe variables affecting their use Measure pH using meter 260 Prescribe conditions required to maintain quality of raw products 23*1 and ingredients Maintain accurate inventory records or raw prodcuts and ingred- 233 ients Operate or assist in operating washing and sorting equipment 200 Identify equipment parts or systems that require periodic fnspec- 167 tion and or maintenance, i.e., lubrication Operate or assist in operating refrigeration equipment 102 Accurately maintain various quality control records 100 Operate or assist in operating filling equipment 68 Measure refractive index and solids content usingrefraction 3*t meter Measure fat content using appropriate equipment and procedures 3** Measure water and moisture content 3*f Operate or assist in operating closing machines • 30 Identifying wholesale and retail cuts of beef, pork, and/or lamb 0 Operate or assist in operating clarifiers 0 Operate or assist in operating pastuerizers 0 TABLE 20 DAIRY COMMODITY RELATED COMPETENCIES AND CORRESPONDING WEIGHTED SCORES THE BEGINNING SUB-MANAGERIAL EMPLOYEE SHOULD BE ABLE TO: Select and operate tools/equipment required for sanitation 340 Identify and correct or assist in correcting storage conditions 340 which are detrimental to finished product Perform cleaning and sanitizing procedures in proper sequence 340 Regularly perform and report various sanitation tasks prescribed 340 by plant sanitarian or other authority Identify major factors which affect quality after delivery to 320 plant Prepare cleaning and sanitizing solutions for use according to 320 directions Accurately maintain various quality control records 320 Recognize all potential sources of food contamination within a 320 food processing plant Identify sources of entry of microorganisms into a food product 300 prior to and during processing Sample product at various stages from raw ingredients to finished 300 product according to statistical procedures Measure fat content using appropriate equipment and procedures 280 Operate or assist in operating washing and sorting equipment 280 Prescribe conditions required to maintain quality of raw products 280 and ingredients Measure pH using meter 260 Maintain records of processing conditions or process variables 260 Differentiate between "clean-in-place" and "clean-out-of-place" 260 systems and describe variables affecting their use Assemble shipments of finished product according to customer 260 orders Describe variables which affect the physical and chemical make-up 240 of product during processing Distinguish between desirable and undesirable types of micro- 240 organisms in foods Operate or assist in operating filling equipment 240 Operate or assist in operating pasteurizers 240 81 TABLE 20 - Continued Operate or assist in operating clarifiers 240 Recognize presence or lack of good manufacturing practices 240 Describe storage conditions required for accurate shelf-life 240 studies of several types of food products Identify attributes of wholesomeness of raw products and ingred- 240 ients Maintain accurate inventory records of raw products and ingred- 220 ients Calculate weight or volume proportions of raw products or ingred- 220 ients from formulae Operate or assist in operating refrigeration equipment 200 Identify equipment parts or systems that require periodic inspec- 200 tion and/or maintenance, i.e., lubrication Measure water and moisture content 200 Verify items and quantities received using appropriate invoices 200 Identify operations improvements that could be used by management 200 to promote business growth Load shipments without damage using necessary conveyors and 200 transporting equipment Interpret processing operations in terms of fixed and variable 180 costs Maintain accurate inventory records of finished product according 180 to item and lot codes Maintain records of product codes received by each customer 180 Describe uniform product code (UPC) and nutritional labeling 160 requirements Identify types of microorganisms commonlyoccurring in and around 140 food plants Measure refractive index and solids content using refractometer 140 Prepare accurate shipping labels 140 Operate or assist in operating closing machines 60 Operate or assist in operating mixers 60 Identify wholesale and retail cuts of pork, beef and/or lamb 0 TABLE 21 FRUIT AND VEGETABLE COMMODITY RELATED COMPETENCIES AND CORRESPONDING WEIGHTED SCORES THE BEGINNING SUB-MANAGERIAL EMPLOYEE SHOULD BE ABLE TO: Assemble shipments of finished product according to customer 375 orders Recognize presence or lack of good manufacturing practices 375 Prepare cleaning and sanitizing solutions for use according to 350 directions Identify equipment parts or systems that require periodic inspec- 350 tions and/or maintenance, i.e., lubrication Load shipments without damage using necessary conveyors and trans- 350 porting equipment Operate or assist in operating filling equipment 350 Select and operate tools/equipment required for sanitation 325 Prepare accurate shipping labels 325 Identify operations improvements that could be used by management 325 to promote business growth Identify and correct or assist in correcting storage conditions 325 which are detrimental to finished product Regularly perform and report various sanitation tasks prescribed 325 by plant sanitarian or other authority Maintain accurate inventory records of raw products ingredients 325 Distinguish between desirable and undesirable types of micro- 300 organisms in foods Differentiate between ,,clean-in-place" and "clean-out-of-place" 300 systems and describe variables affecting their use Accurately maintain various quality control records 300 Interpret food processing operations in terms of fixed and 300 variable costs Operate or assist in operating closing machines 300 Maintain accurate inventory records of finished product according 300 to item and lot codes Maintain records of product codes received by each customer 300 Identify types of microorganisms commonly occurring in and around 300 food plants 83 TABLE 21 - Continued Identify sources of entry of microorgansims into a food product 275 prior to and during processing Operate or assist in operating washing and sorting equipment 275 Recognize all potential sources of food contamination within a 275 food processing plant Identify major factors which affect quality after delivery to 275 plant Perform cleaning and sanitizing procedures in proper sequence 275 Verify items and quantities received using appropriate invoices 275 Sample product at various stages from raw ingredients to finished 250 product according to statistical procedures Prescribe conditions required to maintain quality of raw products 250 and ingredients Identify attributes of wholesomeness of raw products and ingred- 250 ients Calculate weights or volume proportions of raw products or ingred- 250 ients from formulae Operate or assist in operating mixers 250 Measure water and moisture content 250 Describe uniform product code (UPC) and nutritional labeling 250 requirements Describe variables which affect the physical and chemical make-up 225 of product during processing Maintain records of processing conditions or process variables 225 Measure pH using meter 225 Operate or assist in operating refrigeration equipment 200 Describe storage conditions required for accurate shelf-life 175 studies of several types of food prodcuts Measure fat content using appropriate equipment procedures ‘ 125 Measure refractive index and solids content using refractometer 100 Operate or assist in operating clarifiers 50 Operate or assist in operating pasteurizers 0 Identify wholesale and retail cuts of beef, pork, and/or lamb 0 84 TABLE 22 INGREDIENTS COMMODITY RELATED COMPETENCIES AND CORRESPONDING WEIGHTED SCORES THE BEGINNING SUB-MANAGERIAL EMPLOYEE SHOULD BE ABLE TO: Measure pH using meter 350 Calculate weight or volume proportions of raw products or 350 ingredients from formulae Sample product at various stages from raw ingredients to finished 350 product according to statistical procedures Perform cleaning and sanitizing procedures in proper sequence 350 Recognize all potential sources of food contamination within a food 350 processing plant Identify sources of entry of microorganisms in a product prior to 350 and during processing Maintain records of product codes received by each customer 350 Maintain accurate inventory records of finished product according 350 to item and lot codes Accurately maintain various quality control records 350 Maintain accurate inventory records of raw products ingredients 350 Regularly perform and report various sanitation tasks prescribed by 350 plant sanitarian or other authority Identify and correct or assist in correcting storage conditions 350 which are detrimental to finished product Prepare accurate shipping labels 350 Measure refractive index and solids content using refractometer 350 Select and operate tools/equipment required for sanitation 350 Describe uniform product code (UPC) and nutritional labeling 300 requirements Describe variables which affect the physical and chemical make-up 300 of product during processing Measure water and moisture content 300 Operate or assist in operating filling equipment 300 Differentiate between "clean-in-place" and "clean-out-of-place" 300 systems and describe variables affecting their use Operate or assist in operating pasteurizers 300 85 TABLE 22 - Continued Operate or assist in operating elariflers 300 Measure fat content using appropriate equipment and procedures 300 Operate or assist xn operating refrigeration equipment 300 Describe storage conditions required for accurate shelf-life 300 studies of several types of food products Identify operations improvements that could be used by manage- 300 ment to promote business growth Operate or assist in operating mixers 300 Identify types of microorganisms commonly occurring in and around 300 food plants Distinguish between desirable and undesirable microorganisms in 300 foods Prescribe conditions required to maintain quality of raw products 300 ingredients Load shipments without damage using necessary conveyors and trans- 300 porting equipment Prepare cleaning and sanitizing solutions for use according to 300 directions Maintain records of processing conditions or process variables 300 Assemble shipments of finishedproduct according to customer orders 300 Recognize presence or lack of good manufacturing practices 250 Identify equipment parts or systems that require periodic 250 inspection and/or maintenance, i.e., lubrication Interpret food processing operations in terms of fixed and 250 variable costs Operate or assist in operating closing machines 250 Identify attributes of wholesomeness of raw products and ingred- 250 ients Identify major factors which affect quality after delivery to 200 plants Verify items and quantities received using appropriate invoices 150 Operate or assist in operating washing and sorting equipment 0 Identify wholesale and retail cuts of beef, pork, and/or lamb 0 t 86 TABLE 23 MEAT COMMODITY RELATED COMPETENCIES AND CORRESPONDING WEIGHTED SCORES THE BEGINNING SUB-MANAGERIAL EMPLOYEE SHOULD BE ABLE TO: Identify wholesale and retail cuts of beef, pork, and/or lamb 310 Operate or assist in operating washing and sorting equipment 296 Recognize all potential sources of food contamination within a 296 food processing plant Identify and correct or assist in correcting storage conditions 268 which are detrimental to finished product Assemble shipments of finished product according to customer \ 264 orders Maintain accurate inventory records of raw products and ingred- 254 ients Select and operate tools/equipment required for sanitation 253 Perform cleaning and sanitizing procedures in proper sequence 253 Regularly perform and report various sanitation tasks prescribed 250 by plant sanitarian or other authority Prepare cleaning and sanitizing solutions for use according to 250 directions Identify equipment parts or systems that require periodic inspec- 243 tion and/or maintenance, i.e., lubrication Identify major factors which affect quality after delivery to 240 plant Load shipments without damage using necessary conveyors and 240 transporting equipment Operate or assist in operating refrigeration equipment 225 Verify items and quantities received using appropriate invoices 222 Maintain records of processing conditions or process variables 215 Maintain accurate inventory records of finished product according 198 to items and lot codes Differentiate between "clean-in-place" and "dean-out-of-place" 198 systems and describe variables affecting their use Prescribe conditions required to maintain quality of raw products 197 and ingredients Identify operations improvements that could be used by management 197 to promote business growth 87 TABLE 23 - Continued Prepare accurate shipping labels 19*1 Identify sources of entry of microorgansims into a food product 184 prior to and during processing Identify types of microorganisms commonly occurring in and around 169 food plants Operate or assist in operating mixers 169 Recognize presence or lack of good manufacturing practices 157 Calculate weights or volume proportions of raw products or ingred- 157 ients from formulae Describe storage conditions required for accurate shelf-life studies 153 of several types of food products Distinguish between desirable and undesirable types of micro- 139 organisms in food Measure fat content using appropriate equipment and procedures 139 Measure water and moisture content 139 Describe variables which affect the physical and chemical make- 138 up of product during processing Operate or assist in operating filling equipment 128 Interpret food processing operations in terms of fixed and 128 variable costs Accurately maintain various quality control records 128 Maintain records of product codes received by each customer 125 Describe uniform product code (UPC) and nutritional labeling 111 requirements Identify attributes of raw products and ingredients 100 Sample product at various stages from raw ingredients to finished 97 product according to statistical procedures Measure pHusing meter 83 Operate or assist in operating closing machines Ml Operate or assist in operating pasteurizers 28 Operate or assist in operating clarifiers 28 Measure refractive index and solids content using refractometer 27 TABLE 24 POULTRY AND EGGS COMMODITY RELATED COMPETENCIES AND CORRESPONDING WEIGHTED SCORES THE BEGINNING SUB-MANAGERIAL EMPLOYEE SHOULD BE ABLE TO: Identify equipment parts or systems that require periodic inspec 300 tion and/or maintenance, i.e., lubrication Operate or assist in operating washing and sorting equipment 300 Calculate weight or volume proportion of raw products or ingred 200 ients from formulae Prescribe conditions required to maintain quality of raw products 200 and ingredients Interpret food processing operations in terms of fixed and vari 200 able costs Maintain records of processing conditions or process variables 200 Identify attributes of wholesomeness of raw products and ingred 200 ients Describe variables which affect the physical and chemical make-up 200 of product during processing , Identify operations improvements that could be used by management 200 to promote business Recognize all potential sources of food contamination within a 200 food processing plant Maintain accurate inventory records of raw products and ingred 200 ients Describe uniform product code (UPC) and nutritional labeling 100 requirements Prepare cleaning and sanitizing solutions for use according to 100 directions Identify major factors which affect quality after delivery to 100 plant Measure refractive index and solids content using refractometer 0 Operate or assist in operating clarifiers 0 Operate or assist in operating pasteurizers 0 Operate or assist in operating closing machines 0 Measure pH using meter 0 Sample product at various stages from raw ingredients to finished 0 product according to statistical procedures 89 TABLE 24 - Continued Maintain records of product codes received by each customer 0 Accurately maintain various quality control records 0 Operate or assist in operating filling equipment 0 Measure water and moisture content 0 Measure fat content using appropriate equipment and procedures 0 Distinguish between desirable and undesirable types of micro- 0 organisms in foods Recognize presence or lack of good manufacturing practices 0 Describe storage conditions required for accurate shelf-life 0 studies of several types of food products Operate or assist in operating mixers 0 Identify sources of entry of microorganisms into a food product 0 prior to and during processing Identify types of microorganisms commonly occurring in and around 0 food plants Prepare accurate shipping labels 0 Differentiate between "clean-in-place" and "clean-out-of-place" 0 systems and desirable variables affecting th6ir use Maintain accurate inventory records of finished product according 0 to item and lot codes Verify items and quantities received using appropriate invoices 0 Operate or assist in operating refrigeration equipment 0 Load shipments without damage using necessary conveyors and 0 transporting equipment Regularly perform and report various sanitation tasks prescribed 0 by plant sanitarian or other authority Perform cleaning and sanitizing procedures in proper sequence 0 Select and operate tools/equipment required for sanitation 0 Assemble shipments of finished product according to customer orders 0 Identify and correct or assist in correcting storage conditions 0 which are detrimental to finished product Identify wholesale and retail cuts of beef, pork, and/or lamb 0 90 Finished Product Handling 6 Ml Commodity-related competencies in the Raw Products and Ingred ients function concerned the determination and maintenance of raw products and ingredients. In the commodity areas where perishable raw products are received for processing (dairy, meat, poultry and eggs, and fruit and vegetable), the relative importance of these competencies was greater than in commodity areas where most ingred ients required are more stable (bakery, beverage, ingredients, and confectionery). Similarily, competencies regarding inventory records and rotation schedules were relatively more important in commodity areas with highly perishable raw products and ingredients. Because of various types of specialized equipment used in food processing, commodity-related Processing Operations competencies varied most in importance among commodity areas. For example, the sub-mana gerial employee's ability to operate or assist in operating mixers was relatively important in the bakery and confectionery areas. The opposite was true for the same ability in the beverage and dairy areas. The relative importance of competencies regarding operation of washing and sorting equipment, filling equipment, closing machines, clarifiers, pasteurizers and refrigeration equipment varied similarily by commodity area according to the degree in which such equipment was used. The one commodity related competency in the Packaging function concerned uniform product code and nutritional labeling requirements. While respondents generally indicated that this competency was of 91 little importance, it was considered very important in the Ingredients commodity area and not applicable in the Beverage commodity area. Nutritional lableing requirements apply only to products about which nutritional claims are made (Federal Register March 14, 1973). The use of the uniform product code by food manufacturers is voluntary. However, since these two aspects of labeling were included In the same competency statement, it would be speculative to explain why the relative importance of one or both aspects varied with commodity area. Commodity-related competencies regarding sanitation materials, equipment, and procedures and types, sources, and occurrence of microorganisms were considered average to very important except in the Beverage and Poultry and Eggs commodity areas. The reasons that these competencies had less importance were likely to have been that (1) processing in beverage and poultry and eggs is a relatively simple sequence, and does not require sophisticated sanitation methods, at least for the respondents' firms represented in this study, and (2) sanitation procedures must be completely effective with no need for selectivity between desirable and undesirable microorganisms as in Dairy and Bakery, While the importance of the sanitation function is equally great in all commodity areas, the nature of the processing and corresponding sanitation requirements are sufficiently different in beverage and poultry and eggs commodity areas to justify the commodity relationship of these competencies. Quality Control commodity-related competencies concerned product sampling procedures, measurements of food characteristics (pH, refrac tive index, fat content, and moisture) and the corresponding records keeping. Many smaller firms, the major proportion of firms within some commodity areas studied, have neither routine quality control sampling plans nor the need for corresponding records keeping. The relative importance of competencies regarding measurements of food characteristics varied by commodity area in a magnitude similar to the variation observed in the importance of competencies regarding processing equipment operation. For example, fat content is a major attribute of meat, dairy and some ingredients products. The measurement of fat' content was relatively more important for the dairy, meat, and ingredients commodity areas than for other areas. Similar results were obtained for the Importance of pH, refractive index, and moisture measurements. Competencies regarding finished products records keeping, identifying, assembling, and loading shipments, and correcting storage conditions detrimental to product were designated as commodity-related competencies in the Finished Product Handling function. These competencies were generally rated average to very important except in the poultry and eggs commodity area where they were rated not appli cable. While these competencies seem to have some importance in all commodity areas, the competency ratings in Poultry and Eggs represent one firm. While the nature of this firm and its operation may justify the competency ratings given, the commodity-related designation may be inaccurate for these competencies. Of the Business Operations competencies, two were identified as commodity-related. "Interpret food processing operations in terms of fixed and variable costs" and "identify operations improvements that 93 could be used by management to promote business growth” were both considered little importance in the beverage area but very important in the Ingredients area. While these two competencies seemed more applicable to managerial personnel than sub-managerial personnel, the findings indicated that respondents in the Ingredients area, representing highly automated and specialized processing techniques, need sub-managerial employees who can view an operation in terms of potential improvements. Technical Functions The relative importance of technical functions within each commodity area and the industry was considered an additional source of information for determining priorities for curriculum content in a vocational food processing program. For each commodity area, the * weighted scores of the competencies within each technical function were averaged. These average weighted scores, representing the relative importance of each.technical function within a commodity area, are presented in Table 25. The relative importance of technical functions for the industry in descending order is as follows: (1) sanitation, (2) finished product handling, (3) raw products and ingredients, (4) packaging, (5) quality control, and (6) processing operations. While the processing opera tions function is ranked least importnat, a large proportion of compe tencies within this function were considered not applicable to one or more firms or commodity areas and received the lowest weighted score (0). TABLE 25 WEIGHTED SCORES OF TECHNICAL FUNCTION BY COMMODITY AREA AND INDUSTRY •H8 Function s Ingredients Industry Fruit Fruit and Meat Poultry and Eggs Bakery Beverage 1 Dairy Vegetable u Raw products and ingred 2811 244 ■ 379 352 397 356 345 275 346 ients Processing operations 191 168 215 237 270 265 253 176 236 Packaging 208 225 356 317 337 325 301 300 301 Sanitation 286 182 414 397 420 429 332 200 357 Quality Control 137 237 231 331 312 377 198 127 246 Finished product handling 286 358 395 334 375 443 331 129 354 The scale used to obtain ratings of competencies does permit com parisons of the relative importance of functions within commodity areas but does not permit reliable comparisons of functions across commodity areas. Table 25 shows, for example, that average weighted scores for technical functions in the Confectionery area are generally higher than those in the Poultry and Eggs area. It might be concluded that the competencies in the questionnaire were generally more applicable to sub- managerial workers in Confectionery processing than Poultry and Eggs processing. However, such a conclusion could be inaccurate, since the scale had no true zero point. The zero, as a descripter of "not appli cable" and one, as the corresponding rating value assigned for calculat- 95 ing weighted scores, were arbitrary. Relative importance of technical functions within the confection ery commodity area was the same as the industry. In other commodity areas, the relative importance differed slightly. However, sanitation, finished product handling, and raw products and ingredients, were the three most important functions for all commodity areas except beverage and ingredients, where the three most important functions were finished product handling, raw products and ingredients or sanitation, respective ly, and quality control. The relative importance of technical functions within the industry and each commodity area has implications for curriculum development. In essence, the more important (higher average weighted score) a func tion, the more emphasis it should receive in the curriculum. Quality control, including associated instrumentation and analytical methods, is given major emphasis in one of the existing vocational food process ing programs. If this curriculum plan was adopted for a similar program in Franklin County, the emphasis on quality control would be in dis agreement with the data obtained from food manufacturing establishments regarding the relative importance of technical functions. Employment and Advancement Potential After rating the competencies according to their importance for beginning sub-managerial employees, principal officers responded to the following questions: If a high school graduate, who possessed all of the proceeding competencies which you rated "average importance," "very impor tant," or "essential", came to your firm seeking employment— a. Would he be more likely to be employed than typical persons who seek employment in your firm? 96 b. Would he be more likely to eventually be promoted to a position with supervisory responsibilities than typical persons who presently seek employment in your firm? All respondents answered "yes" to both questions. These results yield two implications: 1. Persons currently seeking sub-managerial employment in the Franklin County food processing industry either do not possess needed competencies or do not possess competence at the level desired by responding principal officers. 2. Graduates of a vocational food processing program, who poss essed the competencies in terms of their relative importance, would have better employment and advancement potential than persons currently seeking employment in Franklin County food processing firms. Cooperative Placement Potential As a measure of the interest of Franklin County food processing firms in cooperatively participating in the placement of second year vocational food processing students, principal officers were given a brief description of cooperative occupational experience and asked, "...are you interested in cooperating with a vocational program teacher to provide such on-the-job experiences to one (or more) food processing student(s)?" Fourteen (50 percent) of the principal officers responded "yes," five (18 percent) responded "no," and nine (32 percent) responded "uncertain". To elucidate any potential obstacles to cooperative placement, respondents indicating "uncertain" were asked to list any questions they had. Several indicated a personal interest in cooperating but apparently interpreted the question as meaning a "yes" response would commit their firm— a decision they preferred to defer to higher level management. Three respondents were concerned that labor union regulations might 97 affect whether or not a student could be hired cooperatively on a part- time basis. In one firm, placement was possible only in the summer because of union restrictions. Other respondents requested further information before deciding. According to the data, the number of respondents interested in parr ticipating with a vocational food processing teacher was favorable toward industry support of such a program, considering positive responses were made only on the basis of information in the questionnaire. While these responses could not be interpreted as commitments to cooperate, they do indicate that the majority of Franklin County food processing firms would cooperatively participate in a vocational food processing program, Howr ever, the need for learning more about the regulations of labor unions associated with many of these firmB as they relate to cooperative place ment was apparent. 1 CHAPTER V SUMMARY, IMPLICATIONS, AND RECOMMENDATIONS While vocational education programs in food processing are already emerging, and emphasis is on continued growth, little documented informa tion is available concerning the need for individuals trained for food processing occupations or the nature of BUch occupations. The few programs currently in operation inside and outside of Ohio seem to have relied primarily on persons associated with the post-high school level programs in food processing technology, state and national labor sta tistics, and local advisory committees as sources of information rele vant to program justification and planning. While these information sources are valuable, they can not provide the full range of information necessary to justify and develop vocational programs which complement the needs of the food processing industry and improve the occupational opportunities of vocational program graduates. The Problem The purpose of this study was to describe selected characteris tics of sub-managerial manpower and competencies in the food process ing industry of Franklin County, Ohio, relevant to justifying and planning a vocational food products processing program. The study was designed to answer the following questions based on information obtained from principal officers of food manufacturing establishments. 98 99 Manpower 1. What are the annual and seasonal employment opportunities in terms of employee turnover and industry growth? 2. What are the employment requirements for beginning sub- managerial employees? 3. What are the wages paid to least skilled and most highly skilled employees? h. What is the occurrence of group training programs provided to continuing employees, and what is the nature of recent programs in terms of typical contents? 5. What is the relative influence of certain factors on the amount of on-the-job training needed by beginning employees? 6. What is the relative influence of certain factors on the hourly wages paid to employees? 7. To what extent were employees promoted to a supervisory level during the past year? A. Where promotions occurred, what was the highest job title given? B. Where promotions did not occur, what was (were) the reason(s)? Competencies 1. What is the relative importance of certain technical, business operations and interpersonal relations compe tencies being held by beginning employees? 2. Does the relative importance of certain competencies vary with the type of commodity produced by food processing firms and if so, which competencies are commodity related? 3. Does the relative importance of certain technical functions in the food processing industry vary with the type of commodity produced and if so, which functions are relatively most impor tant within commodity areas? h. What is the job placement potential of persons with competencies rated relatively important as compared to current employment applicants? 5. What is the occupational advancement potential of persons with competencies rated relatively important as compared to current employment applicants? 100 6. What is the cooperative occupational experience placement potential among food processing firms? Procedure Two questionnaires were developed to elicit information needed to fulfill the objectives of the study. The first questionnaire, "Sub- managerial Manpower in Food Processing Firms," was designed to help measure sub-managerial employment opportunities, determine the existence and nature of firms-sponsored group training programs, and describe selected characteristics of sub-managerial occupations. The second questionnaire, "Competencies of Sub-managerial Employees in Food Processing Firms," was developed to obtain ratings of the importance of certain technical, business operations, and interpersonal relations competencies being held by beginning sub-managerial employees. Questions concerning employment/advancement potential of persons hold ing competencies rated important and cooperative occupational experience placement potential were also included. The population of the study was the collection of food manufactur ing establishments in Franklin County, Ohio whose principal activity is to convert or alter predominantly agricultural products into human foods. Respondents in the study were principal officers, usually plant managers, of the food manufacturing establishments. The members of the.population, including principal officers, were initially compiled from the Directory of Ohio Manufacturers (197*4) and' further verified by comparisons to telephone directory and Food and Dairy Division, Ohio Department of Agriculture listings. Names of principal officers not available for the initial compilation were 101 obtained from Ohio Cooperative Extension staff, Ohio State University faculty, or by telephoning the firm. Each manufacturing establishment was assigned to a commodity area, according to its principal products. Within each commodity area, the manufacturing establishments were arranged in descending order of number of employees, to the extent known, and paired. Each of the two questionnaires was randomly assigned to members of the pair. In July 1974, the manpower questionnaire waB sent to each prin cipal officer in one-half of the population, and the competency questionnaire was sent to each principal officer in the other half of the population. Telephone follow-up of non-respondents commenced immediately after the requested return date had passed and included subsequent mailings and interviews. Summary of Findings Manpower Responses to the Manpower questionnaire were received from 25 (66 percent) principal officers. Reasons for non-response given by non-respondents did not imply potential bias in the results. Annual and Seasonal Employment Opportunities; An annual turnover rate « of 29 percent and an annual work force growth rate of 4 percent indi cated that at the time the data were obtained, 33 percent of the sub- managerialwork force in the firms represented by respondents had been hired within the previous year. If an estimated 40 percent of the sub-managerial work force was unskilled (Drawbaugh and Merritt, 1972) then 382 skilled and semi 102 skilled employees were hired within the year by respondents* firms as replacements for previous employees. Eighty employees were hired to fill new positions. Six respondents (2^ percent) reported a seasonal variation in number of employees that exceeded five percent* Of these six, two respondents in the dairy commodity area and one in the meat commodity area indicated that greater than 10 percent variation in number of employees occurred, with Summer as the season with the greatest number of employees. Employment Requirements; Respondents indicated that 16 (64 percent) firms required "references” , nine (36 percent) firms had ’’no uniform employment requirements", eight (32 percent) firms required a "high school diploma or equivalent," and seven (28 percent required "proof of job skills claimed by the applicant". "Experience" and "some pre*^ vious vocational or job oriented training" were requirements in three (12 percent) and two (eight percent) firms, respectively. Wages: On an industry-wide basis, mean starting and maximum wages were $2.91 and $4.35 per hour,respectively, The meat commodity area firms had the greatest difference between starting and maximum wages with $2.00 and $7.33, respectively. Group Training Programs; Twenty-two (88 percent) respondents indicated that their firms did not have group training programs for continuing employees. However, the three remaining respondents reported that their firms did have such training programs. The content of recent programs in two respondents firms included all items on the question naire, while the content in one respondent's firm included "quality 103 control or assurance,1' "safety (OSHA)," "personal hygiene," and an added topic— "towmotor operation". Influence of Certain Factors on On-The-Job Training Needs of New Employeesi Nine factors were rated according to their influence on the amount of on-the-job training needed by new employees in respond dents* firms. These factors, ranked in descending relative influence (weighted score), are as follows: Factor Weighted Score 1. Importance of employees Job to successful 267 company operations 2. Skills required for successful job performance 259 3. Personal qualities of new employees 222 4. Safety hazards associated with new employee's 208 job 5. Mechanical aptitude of new employee 165 6. Previous employment experience of new employee 161* 7. Formal educational level of new employee 133 8. Legal or industry standards 93 9. Labor union requirements or standards 85 Influence of Certain Factors on Wages Paid to Sub-managerial Employees: Five factors were rated according to their influence on the wages paid to sub-managerial employees. These factors, ranked in descending relative influence (weighted score) on an industry-wide basis, are as follows: Factor Weighted Score 1. Seniority 220 2. Technical Skills 216 3. Supervisory Skills 196 104 4. Formal Education Level 96 5. Participation in Firm Sponsored Training 88 Occurrence and Nature of Promotions to the Supervisory Level: Of the 25 food manufacturing establishments represented by respondents, 13 (52 per cent) indicated that promotions of sub-managerial employees to a super visory level occurred in the year preceeding the data collection. Collectively, 30 employees were promoted, most often receiving the job title "foreman'1. In the 12 firms where promotions did not occur, respondents usually reported no positions were open at a supervisory level, but some also indicated that no employees possessed adequate technical skills, supervisory skills, or formal education. Competencies Responses to the competency questionnaire were received from,28 (76 percent) principal officers. Reasons given for non-response did not imply potential non-response bias in the results. Relative Importance of Competencies; The relative importance of each competency within the industry and commodity areas was determined by calculating a weighted score from the percent responses at each level of importance. Possible weighted scores of competencies ranged from zero (not applicable) to 400 (essential). Weighted scores for Inter personal Relations competencies exceeded 200 on an industry-wide basis and generally exceeded 200 within commodity areas. Business Operations competencies received weighted scores ranging from 166 to 244 industry wide and zero to 334 within commodity areas. Competencies that generally received the lowest weighted scores concerned the operation of certain 4 105 kinds of food processing equipment. Thirteen competencies, included in Table 15, were rated at least average importance by all respondents. Of these 13, six were inter personal relations competencies and seven were technical competencies. Commodity-Related Competencies t Forty-three of the 109 competencies were designated "commodity-related," since the range in weighted scores between commodity-areas equaled or exceeded 300, i.e., respon dents in one commodity area rated the competency very important or essential while respondents in another commodity area rated the competency not applicable or little importance. Forty-one of these commodity-related competencies were within the Technical category and two were within the Business Operations category, Relative Importance of Technical Functions; Weighted scores of the technical functions were calculated by averaging the weighted scores of competencies within each function. Based on the averaged weighted scores, the relative importance of technical functions for the industry as a whole are as follows, in descending relative importance: (1) sanitation, (2) finished product handling, (3) raw products and ingredients, (4) packaging, (5) quality control, and (6) processing operations. Similar results occurred within commodity areas. Employment and Advancement Potential: All respondents indicated that a high school graduate, who possessed all of the competencies each rated average importance to essential, would be more likely to be employed and eventually gain supervisory responsibilities than persons presently seeking employment in their firms. Cooperative Placement Potential: Fourteen (50 percent) respondents 106 indicated that they were interested in cooperating with a vocational program teacher to provide occupational experience to one or more students. Five (18 percent) respondents indicated they were not interested in such cooperation, and nine (32 percent) indicated they were uncertain. Reasons cited by the respondents who indicated "uncertain" included effect of labor union regulations and need for more detailed information. Implications 1. The development of a vocational food processing program in Frank lin County, Ohio is justified in part by ample sub-managerial employment opportunities within the industry and by the absence of other training programs designed to help interested persons uti lize these opportunities. While the data regarding employment opportunities obtained in this study apply only to fiscal year 197U (July 1, 1973 - June 30, 1974), no evidence was found to dispute a continuation of similar opportunities in the future. 2. Sub-managerial wages, at rateB comparable to or probably higher than other segments of non-farm agricultural industry, and the existence of promotions to supervisory levels further justify offering the program. 3. Graduates of a vocational food processing program would fulfill the employment requirements of firms represented by the respon dents in this study. 4. Overall emphasis should be placed on providing program graduates with technical skills, beginning supervisory skills, and the ability to recognize and adhere to standards of occupational safety. Emphasis on the development of interpersonal relations skills and attitudes is essential and could best be accomplished in a unified career education program where similar curricular goals are shared by all teachers and through an active FFA involv ing all students. Such program emphases should provide graduates with minimal need for on-the-job training in entry-level positions, corresponding opportunity for more advanced on-the-job training for higher level positions, and a high wage earning potential. Priorities for instruction could be determined by the industry wide relative importance of competencies for the Junior year (eleventh grade) and by the commodity-area relative importance of competencies for the Senior year (twelvth grade). In the Junior year curriculum, instructional emphasis should be on technical competencies, organized by technical function, and interpersonal relations competencies. In the Senior year curriculum, instruc tional emphasis should be on each student attaining the commodity- related competencies corresponding to commodity area in which he is gaining occupational experience. Planners of a vocational food processing program in Franklin County, Ohio should capitalize on the expressed interest of prin cipal officers of food processing firmB to cooperate in advisory and occupational experience capacities. Similarily, representa tives of labor unions associated with the food processing industry should be involved in the development and operation of a vocational food processing program. Recommendations It is recommended that this study serve as a model for surveying sub-managerial manpower and competencies of the local food process ing industry in an area where the development of a food processing program is being considered. However, two changes are recommended. A. The investigator should use the interview method of data collection and should have the responsibility/authority to make justification and planning decisions regarding the program being considered but should not have vested interest in the study's results. B. Often believing they lack industrial sophistication and influence, representatives of smaller firms should be reminded that their participation in the study and support for a program is essential. It is recommended that the interests, aspirations, abilities, and aptitudes of potential vocational food processing program clien tele be investigated and compared to the competencies needed for employment in the food processing occupations. This study should reveal the characteristics of disadvantaged potential clientele and how a program could be designed for them to benefit from vocational education in food processing. It is recommended that each program graduate be given a standard ized. evaluation of the occupational competencies held. Such an evaluation could be useful to the graduate in obtaining employment at a level consistent with his skills and could be useful to the prospective employer in determining whether or not the graduate matches the requirements of a particular job. However, the nature of such an evaluation process and the accessibility of its results must be in compliance with Department of Health, Education, and Welfare regulations and the provisions of the Family Educational Rights and Privacy Act of 1974. It is recommended that state supervisory staff, responsible for vocational food processing program fiscal facilities specifications, review the equipment needs prescribed for the program. It is believed that less specialized and costly equipment, especially regarding processing operations and quality control, is necessary for effective instruction. 1 APPENDIX A 110 Since you are a principal officer In a 1'ranklln County food processing company, we ask for a few minutes of your time. By completing and returning the enclosed questionnaire, you will have helped to establish the nature of a vocational education program in food products processing, and your company can eventually benefit. We are conducting an analysis of .certain characteristics and competencies of sub-managerial production personnel in the food processing industry._ The information requested 1b essential in developing on effective high school vocational food products processing program. We believe that such a program must provide graduates who ere well qualified to help fulfill the personnel needs of food processing firms and who have good potential for advancement In food processing occupations. To have a sound basis for this program, we ask you or a person you designate to complete the questionnaire s b It applies to your firm, and return it In the enclosed postage paid envelope by July 1 . Be assured that any information you provide will be treated in strictest confidence. If you have any questions concerning the information requested or its use, do not hesitate to contact Hr, Rohrbach. Also, if you wish to have a summary of the analysis, indicate such on the front page of the questionnaire, and a summary will bo sent to you upon its completion. Sincerely yours, Keith V. Rohrbach al Investigator Rami E.Render Professor and Chairman Enclosures APPENDIX B 113 QUESTIONNAIRE Sub*Hanagerlal Manpower In Food Processing Firms To The Person Completing This Questionnaire: Thla questionnaire la on# of two designed to gather Information from food processing flrma regarding sub-inanacerial production employees, tholr training, and their competencies. The information requested is essential for the develop ment of an effective high school vocational education program In food products processing. Such a program is intended to help fulfill thn personnel needs of food processing firms and maximise the occupational opportunities of the program's graduates. Be assured that the information you provide will be treated la strictest confidence. A sub-managerial employee ls_deflncd hera_a»_an_hourlv_v»ac earner below the supervisor level who works in some phase of raw product or Ingredients hand- llnn. processing, packaging, sanitation, quality control, or finished product hand linn. Keep this definition in mind as you complete the questionnaire. Please complete the questionnaire as soon as possible (no later then July 1) and return it in the accompanying postage paid envelope or to hr. Keith V. Rohrbach, Department of Agricultural Education, The Ohio State University, 2120 lyffe Road, Columbus, Ohio 43210. CENERAL INFORMATION Person Completing Questionnaire; name title Food Processing Firm: name no. st. phone ______OH______city ZIP Principal Food Products: Bated on your beat estimate*a enter the numbers requested below as they apply to your firm (or plant. If your firm has multiple locations): _____ present number of full-time (40 hra/wk or more) sub-managerial employees _ _ present number of part-time (less than 40 hra/wk) sub-managerial employees _____ number of aub-managerlal employees hired during past year aa replacements for provioua employees number of aub-managerlal employees hired during past year to fill new positions How much does the number of sub-managerial employees in your firm (or ‘ plant) vary with season of the year? (Check responso.) _ _ _ none , .5 - 10X less than 5Z _ _ _ 'greater than 10X If the number of sub-managerial employees varies more than 5Z with season, in which season is the number greatest? (Check response.) __ Summer ___ Winter ______Autumn Spring Which of the following employment requirements apply to ell beginning sub- managerial employees In your firm (or plant)? (Chock all that apply.) _____ high school diploma or equivalent _____ aome previous vocational or job-oriented training experience In food or food-related occupation _____ proof of Job skills claimed by applicant _____ references _ _ _ no uniform employment requirements (other) What are the hourly wages paid Co sub-managerial employees in your firm (or plant)? 5 per hour starting (least skilled) g per hour maximum (moat highly skilled) 115 -3- Does your firm provide group (2 or more persons) (reining progrene to continuing (employed 3 or more months) sub-managerial employees'! Yes Ko (If Yes) (If No, go to question 6) Check the iter^O below which indicate the content of recent such training programs: _____ company organisation policies end procedures _____ employee responsibilities _____ product or process technical update _____ employee benefits quality control or assurance safety (OSHA) _____ personal hygiene or plant sanitation (other) How much influence does each factor below have on the amount of on-the-job training needed by new bub-managerlal employees in your firm (or plant)! (Check one column for each factor.) Influence factor has on amount of on-the-job training needed by new sub-mana^erlal employees Factor Ia skills required for successful job performance formal educational level of new employee legal or industry standards labor union requirements or standards safety harards associated with new employee's job importance of employee's Job to successful company operation previous employment experience of new employee mechanical npdtude of new employee personal qualities of new employee (other) 1 1 6 -ft- 7. How nuch Influence does each factor below have on the hourly vagea paid to sub-managerial employees In your firm (or plant)! (Check one column for each facton) Influence factor haa on hourly wagea paid to sub-managerlal employees « ■g Factor gc B aenlorlty fonnal educational level participation in firm-sponsored training technical akllla •upervlaory akllla (other) • 8. llavo any sub-managerlal employee* In your firm (or plant) been promoted to a supervisory level during the past year! Yea (If Yea) number of sub-managerlal employees promoted to a u supervisory level highest level Job title given to a title sub-managerlet employee upon promotion No (If No) u Check the factor(a) below idilch represent(s) the reaaon(a) for no promotions of sub-managerlal employees to a supervisory level during the past year; no positions were open at a supervisory leval _ _ _ no sub-managerlal employees sought promotion no sub-managerlal employees possessed adequate technical skills _____ no sub-managerlal employees possessed adequate supervisory skills no sub-managerlal employees possessed adequate formal education (beyond high school) (other) THANK-YOU FOR YOUR COOPERATION APPENDIX C QUESTIONNAIRE Competencies of Sub-managerlal Employee* In food Processing Firms To The Person Completing Thla Questionnaire: Thta questionnaire la ono of two designed to gather lnforaatlon from food proceaalng firm* regarding sub-managerlal production employee*, their training, and their competencies. The information requeated la essential for the develop- ment of an effective high school vocational education program In food products processing. Such a program la intended to holp fulfill the personnel needs of food processing firms and maximlte the occupational opportunities of the program's graduates. Go assured that the Information you provide will be treated In strictest eonfldenea. Please complete the questionnaire os soon as possible (no later chan July 1) and return It in the accompanying postage paid envelope or to Mr. Keith V. Rohrbach, Department of Agricultural Education, The Ohio State University, 2120 Fyffe Road, Columbus, Ohio 43210. GENERAL INFORMATION Person Completing Questionnaire: name title Food Processing Firm: noma no. at. phone ______Oil______city ZIP Principal Food Products;’ The purpose of this questionnaire Is to determine the competencies needed by beginning sub-managerlal enployeee In food processing firms. A sub-mansgerlal employee 1» «n hourly wage earner below the supervisor level Who vorke In soma Phase of raw product or Ingredients handling, processing. packaging. aanltatlon. quality control, or finished product handling. Pleaac rate each of the following eonpatenciea by circling the number that you believe describee the importance of eaeh skill for a beginning sub-managerlal employee. Each competency Is to be rated on e scale of 0 to 4, defined as follows: 0 -- Mot Applicable In thle firm orplant 1 -- Little Importance in this fins or plant 2 -- Average importance In this firm or plant 2 — Very Important In this firm or plant 4 •- Essential In this firm or plant Keen in mind that vou are being asked to Indicate the knowledges and akllla you deelre a now employee to have before entering your firm. If you believe any essential competencies were omitted, please enter then in the spaces provided. *« « w u u 0 9 PART 1 m u H 2 >4 is }4 V TECHNICAL COCil-ETENCIES 8 . _0 ^ a 1 H i 0 Row Products and Ingredients . S o0 S « 5 $ H u4J 8 8 k S The beginning sub-managerlal employee should bo able to: £*.£«!u U 2 9s9 S a 3 s 5 w 1. Identify attributes ofvholesomeness of raw products and 0 i 2 Ingredients 2. identify major factors which affect quality after delivery 0 i 2 to plant 3. prescribe conditions required to maintain quality of raw 0 i 2 products and ingredients 4. verify items and quantities received using appropriate 0 i 2 invoices 5. subjectively Inspect goods for acceptability and report' 0 i 2 findings to proper authority 6. unload and properly stare raw products and Ingredients 0 i 2 using necessary equipment and procedures 7. maintain prescribed rotation of raw products or Ingred 0 i 2 ients with production schedules 8. maintain accurate Inventory records of raw products and 0 i 2 Ingredients 9. (other) Processing Operations The beginning sub-managerial employee should be able to: 1. Identify various types of food handling and processing 0 1 2 3 4 equipment 120 2. draw a diagram depleting proceeding sequence for the m Average Importance type of products your flra produces 3. calculate velght or volume proportions of raw products or Ingredients from formulae 4. recognise presence or lack of good manufacturing practices operate or assist In operating: 5. washing and sorting equipment 0 1 2 3 6. conveying and transporting equipment 0 1 2 3 7. cutting and slicing equipment, both hand and power 0 1 2 3 8. Immobilisers 0 1 2 3 9. grinders 0 1 2 3 10. formers 0 1 2 3 11. scalding equipment 0 1 2 3 12. chemical and mechanical peelers 0 1 2 3 13. pulping equipment 0 1 2 3 14. extracting equipment 0 1 2 3 15. homogenlxers 0 1 2 3 16. pasteurisers 0 1 2 3 17. clarlfiers 0 1 2 3 18. retorts or sterilisers 0 1 2 3 19. dryers 0 1 2 3 20. filling equipment 0 1 2 3 21. ovens 0 1 2 3 22. vacuum pans 0 1 2 3 23. refrigeration equipment 0 1 2 3 24. mixers 0 1 2 3 121 -3- * 1 IU o $ m u o 3 ft 3 * we u 5 ? fr a* s 3 1 ? & 25. doling machines 0 l 2 2 4 26. crating equipment 0 l 2 3 4 27. viato dtapoaal equipment 0 l 2 3 4 28. air and water treatment equipment 0 l 2 3 4 29. (other) ______ 30. Identify wholesale and retail cuts of beef, pork, and/or 0 1 2 3 4 lamb 31. Identify equipment parts or systems that require periodic 0 .1 2 3 4 Inspection and/or maintenance, i.e. lubrication 32. identify end use simple hand tools 0 1 2 3 4 33. recognise Improperly operating equipment and adjust or 0 1 2 3 4 stop and report to proper authority 34. use necessary safety precautions while working on or 0 1 2 3 4 around machinery 35. read gauges, thermometers, control charts, flow meters, o' 1 2 3 4 and scales 36. maintain records of processing conditions or process 0 1 2 3 4 variables 37. describe variables which affect physical and chemical 0 1 2 3 4 make-up of product during processing 38. recognise, correct, and/or report all conditions which 0 1 2 3 4 are detrimental to product, equipment, or personnel 39. (other) Packaging The beginning sub-managerial employee should be able to: 1. identify types of packaging materials 0 2 * 2. identify all federal and state quality and grade markings 0 2 3. visually differentiate among volume and weight alses of 0 2 packages 4. describe the purposes and functions of each technical 0 2 type of packaging material 5. describe uniform product code (UI'C) and nutritional 0 2 labeling requirements 6. operate or assist in operating packaging and labeling 0 2 equipment 7. (other) 122 -4- u H£ li9 ^« OK Sanitation 3. £■ _I ^ u The beginning sub-managerial employee should bn able to: £ ** SC iJ 1. identify the various chemical agents by technical name 0 1 Average Importanceto used In sanitation and pest control 2. distinguish between those chemical agents tdiich are and 0 1 2 are not permitted for food contact surfaces 3. recognise equipment or parts of equipment that require 0 1 2 disassembly for proper sanitation 4. recognise inadequately cleaned equipment 0 1 2 3. prepare cleaning and sanitising solutions for use 0 1 2 according to directions 6. select and operate tools/equipment required for sanitation 0 1 2 7. perform cleaning and sanitising procedures in proper 0 1 2 sequence 8. differentiate between "clean-in-place*' and' "clean-out-of 0 1 2 place" systems and describe variables affecting their use 9. Identify types of microorganisms commonly occurring in 0 1 2 and around food plants 10. distinguish betwoen desirable and undesirable types of 0 1 2 microorganisms in foods 11. Identify sources of entry of microorganisms into a food 0 1 2 product prior to and during processing 12. recognize all potential sources of food contamination 0 1 2 within a food processing plant 13. regularity perform and report various sanitation tasks 0 1 2 prescribed by plant sanitarian or other authority 14. conform to all acceptable standards of personal hygiene 0 1 2 15. (other) Quality Control The beginning sub-managerlal employee should be able to: 1. interpret quality control test results In terms of company 0 1 2 3 4 standards and state and federal regulations 2. accurately operata scales and balances 0 1 2 3 4 3. sample product at various stages from raw Ingredients to 0 1 2 3 4 finished product according to statistical procedures 4.daseribe storage conditions required for accurate shelf-life 0 1 2 3 4 studies of several types of food products 5. measure pll using meter 0 12 3 4 6. measure acidity using titration method 0 1 2 3 4 7. measure percent sugar or salt using appropriate hydrometer 0 1 2 3 4 123 -5- « v i IM S 0 I I - HAi 1 S & I* 5 u 8 £ S 8. measure refractive index end solids content using refract* o oneter 9. M asu r e vacuum end heodspece of canned products o 10. operate microscope using counting chamber or various o slide mounts 11. Mssure fat content using appropriate equipment and o procedures 12. measure water and moisture content o s 13. correctly prepare, innoculate, and' incubate plates for o 2 routine microbiology teats 14. use colony counter o 2 15. accurately maintain various quality control records o 2 16. (other) ,______ Finished Product Handling The beginning sub-managerial employee should bo able to: 1. maintain accurato inventory records of finished product 0 1 2 according to item and lot codes 2. maintain records of product codes received by each 0 1 2 customer 3. assemble shipMnts of finished product according to 0 1 2 customer orders 4. load shipments without damage using necessary conveyors 0 1 2 and transporting equlpMnt 5. prepare accurate shipping labels 0 1 2 6. Identify and correct or assist in correcting storage 0 1 2 conditions which are detrimental to finished product 7. detect and correct housekeeping practices that are safety 0 1 2 hasards 6. (other) • FAST 11 BUSINESS OPERATIONS COMPETENCIES The beginning sub-managerial employee should be able to: 1. explain general functions of divisions (sales, production, 0 etc.) within a food processing company 12U 3 § iu o X a 2. identify hie/her position within the firm's formal lines 0 1 m Average Importance of euthorlty 3. interpret food processing operetlons in terms of fixed 0 1 2 3 end verieble costs 4. understand the Importance and function of business 0 1 2 3 profits 5. understand how a business organisation divides its 0 1 2 3 profits and losses 6. prepare clear and concise written reports 0 1 2 3 7. identify operations improvements that could be used by 0 1 2 3 management to promote business growth 8. recognise how a business‘contributes to the community 0 1 2 3 9. effectively meet and serve the public 0 1 2 *3 10, (other) ______ PART 1X1 INTERPERSONAL RELATIONS COMPETENCIES The beginning sub-managerlal employee should be able to: 1. demonstrate a willingness to work 0 1 2 3 2. demonstrate a willingness to learn 0 1 2 3 3. demonstrate a willingness to ask questions 0 1 2 3 4. work with minimal supervision 0 1 2 3 5. communicate effectively 0 1 2 3 6. make decisions 0 1 2 3 * 7. get along with others 0 1 2 3 8. project a desirable image for firm 0 1 2 3 9. use the telephone for business transactions 0 1 2 3 10. describe the common reasons for occupational failure 0 1 2 3 11, describe the foundations of good relations with super- 0 1 2 3 visors V 125 u -7- 8 •O• MO & O u S « fr if U rw s t M t i - c £ fr S & 3 I s a 12. explain the employee characteristics that favoroccupa- 0 1 2 3 A tlonal advancement 13. unify loyalty to job, employer, and fellow workers 01 2 3 4 14. (other) PART IV SUMMARY 1. If a high school graduate, who possessed all of the preceedeng competencies which you rated "average Importance," "very important," or ''essential," came to your firm seeking employment— a. Would he be more likely to be employed than typical persons who presently seek employment in your firm! Yes No b. Would he be more likely to eventually be promoted to a position with supervisory responsibilities than typical persons who presontly seek employment In your firm? _____ Yes ____ No 2. In a two-year high school vocational food products processing program, second year students must gain on-thc-Job experiences through part-time employment in a food processing firm. A student's selection for a particular job and his supervision on that Job Is a Joint effort of his vocational teacher and his employer. While the student Is paid a minimal wage, this segment of the vocational program emphasises on-the-job application of know ledge and skills gained by the student through prior classroom and laboratory activities. 4 Considering the proceeding description, are you interested in cooperating with a vocational program teachar to provldo such on-the-job experiences to one (or more) food processing scudent(s)? ___ Yes ___ No _____Uncertain (Please list any questions you have) tlUNK-YOU FOR YOUR COOPERATION APPENDIX D TABLE 26 PERCENT RESPONSES REGARDING RELATIVE INFLUENCE SELECTED FACTORS HAVE ON AMOUNT OF ON-THE-JOB TRAINING NEEDED BY NEW SUB-MANAGERIAL EMPLOYEES IN IN THE BAKERY, BEVERAGE AND CONFECTIONERY COMMODITY AREAS 0 c o 0 •H bO 4-» ra O £ u Factor 50 0 ® a : > 0 o o to « o NLS MNLS H N L s M Skills required for successful job 0 0 0 100 50 0 0 50 0 0 0 100 performance Formal educational level of new 33 34 33 0 0 50 50 0 0 100 0 0 employee Legal or industry standards 66 0 34 0 50 0 50 0 100 0 0 0 Labor union requirements or standards. 100 0 0 0 100 0 0 0 0 0 0 100 Safety hazards associated with new 0 33 34 33 50 0 0 50 100 0 0 0 employee's job Importance of employee's job to success- 0 0 34 66 0 0 0 100 0 0 100 0 ful company operation Previous employment experience of new 0 0 66 34 0 100 0 0 100 0 0 0 employee Mechanical aptitude of new employee 0 33 .34 33 50 0 50 0 0 100 0 0 Personal qualities of new employee 0 0 66 34 0 0 0 100 0 0 100 0 M _ro N = none; L = little; S = Some; M = much TABLE 27 PERCENT RESPONSES REGARDING RELATIVE INFLUENCE SELECTED FACTORS HAVE ON AMOUNT OF ON-THE-JOB TRAINING NEEDED BY NEW SUB-MANAGERIAL EMPLOYEES IN IN THE DAIRY, FRUIT AND VEGETABLE, AND INGREDIENTS COMMODITY AREAS Factor Dairy Ingredients Fruit Fruit and Vegetable N LS M NL SM N LS M Skills required for successful job 0 20 20 60 0 0 0 100 0 0 50 50 performance Formal educational level of new 20 20 60 0 0 100 0 0 0 0 50 50 employee Legal or industry standards i*Q 20 40 0 0 0 0 100 100 0 0 0 Labor union requirements or standards 20 20 40 20 0 100 0 0 50 0 50 0 Safety hazards associated with new 0 20 40 40 0 0 100 0 0 0 100 0 employee's job Importance of employees job to 0 0 0 100 0 100 0 0 0 0 0 100 successful company operation Previous employment experience of 20 40 20 20 0 0 100 0 0 0 100 0 new employee Mechanical aptitude of new employee 0 20 60 20 0 0 100 0 0 0 50 50 Personal qualities of new employee 0 20 40 40 100 0 0 0 0 0 0 100 N = None; L = Little; S = Some; M = much I TABLE 28 PERCENT RESPONSES REGARDING RELATIVE INFLUENCE SELECTED FACTORS HAVE ON AMOUNT OF ON-THE-JOB TRAINING NEEDED BY NEW SUB-MANAGERIAL EMPLOYEES IN IN THE MEAT AND POULTRY AND EGGS COMMODITY AREAS AND INDUSTRY to >» bo £ Ft bO ■P •H W n r-t 3 3 T3 •o O f t f t IX, (0 M . N LSMNL s M NL S M Skills required for successful job 0 11 22 67 0 0 100 0 4 4 21 71 performance Formal educational level of new 44 0 44 12 0 100 0 0 25 25 42 8 employee Legal or industry standards 56 11 22 11 0 0 100 0 54 8- 29 9 Labor union requirements or standards • 67 0 22 11 100 0 0 0 58 8 25 9 Safety hazards associated with new 0 12 44 44 0 0 0 100 8 13 42 37 employee's job Importance of employee's job to 0 11 22 67 0 0 0 100 0 8 17 75 successful company operation Previous employment experience of 11 33 33 23 0 0 100 0 12 29 42 17 new employee Mechanical aptitude of new employee 22 US 11 22 0 0 100 0 12 29 37 21 Personal qualities of new employee 11 11 45 33 0 0 100 0 4 12 42 42 N = None; L = Little; S = Some; M = Huch t APPENDIX E 130 TABLE 29 PERCENT RESPONSES REGARDING RELATIVE INFLUENCE SELECTED FACTORS HAVE ON WAGES PAID TO SUB-MANAGERIAL EMPLOYEES IN THE BAKERY, BEVERAGE, AND CONFECTIONERY COMMODITY AREAS c o bOCl +-> >» ro O 5 / b Cl Factor 8 2 e 10 <11 o n c q u NLSM N LS M N L s M Seniority 0 0 0 100 0 0 50 50 0 O 100 0 Formal education level 50 25 25 0 0 50 50 0 0 100 0 0 Participation in firm sponsored training 50 0 25 25 50 O 50 0 100 0 0 0 Technical skills 0 25 25 50 50 50 0 0 0 0 100 0 Supervisory skills 25 0 25 50 0 50 50 0 0 0 100 0 N = None; L = Little; S - Some; M = Much TABLE 30 PERCENT RESPONSES REGARDING RELATIVEINFLUENCE SELECTED FACTORS HAVE ON WAGES PAID TO SUB-MANAGERIAL EMPLOYEES IN THE DAIRY, FRUIT AND VEGETABLE, AND INGREDIENTS COMMODITY AREAS to +-> •a o 9 C H o « .a ra TJ >» +• ai i-i Q) 9 •H 9 60 60 u ai B Q C > •H N L SMNL SM N L s M Seniority 40 0 20 40 0 100 0 0 0 0 50 50 Formal education level 60 0 40 0 0 0 100 0 50 0 50 0 Participation in firm sponsored training 60 0 40 0 100 0 0 0 100 0 0 0 Technical skills 0 0 40 60 0 0 0 100 50 0 0 50 Supervisory skills 0 0 40 60 0 100 0 0 100 0 0 0 N = None; L = Little} S = Some; M » Huch TABLE 31 PERCENT RESPONSES REGARDING RELATIVE INFLUENCE SELECTED FACTORS HAVE ON WAGES PAID TO SUB-MANAGERIAL EMPLOYEES IN THE MEAT AND POULTRY AND EGGS COMMODITY AREAS AND INDUSTRY a bO + » hg <0 H 3 3 T J •a O 3 c CU IQ H N L SM N LS M NL SM Seniority 11 11 33 45 0 0 0 100 12 8 28 52 Formal education level 56 11 33 0 0 0 100 0 44 46 40 0 Participation in firm sponsored training 44 33 0 23 0 0 100 0 56 12 20 12 Technical skills 11 0 33 56 0 0 100 0 12 8 t 32 48 Supervisory skills 12 0 44 44 0 0 100 0 16 8 40 36 N = None; L = Little; S = Some; M = Much APPENDIX F TABLE 32 PERCENT RESPONSES OF COMPETENCIES BY BAKERY, BEVERAGE, AND CONFECTIONERY COMMODITY AREAS >* u 0 c o ID •H MV Competency ID <**■ O h C4 U 04 a) co 0) II O II II x a > e C G ID va* 0 V-/ O w pa pa a * TECHNICAL NA LI AI VI E NA LI AI VI E NA LI AI VI E Raw Products and Ingredients 1. identify attributes of wholesomeness 0 25 50 25 0 100 0000 000 66 3*1 of raw products and ingredients 2. identify major factors which affect 0 25 50 25 0 100 0 0 0 0 0 0 33 33 34 quality after delivery to plant 3. prescribe conditions required to main- 0 50 50 0 0 100 0000 0 0 66 0 34 tain quality of raw products and ingredients 4. verify items and quantities received 25 25 25 25 0 0 0 0 50 50 0 33 0 33 34 using appropriate invoices 5. subjectively inspect goods for accept** 25 25 50 0 0 0 0 0 50 50 0 0 0 66 34 ability and report findings to proper authority U)H VJ1 NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 32 - Continued c . v c Competency o o •H DO - p to O ' U 0 4 h CM 0 tO 0) It 0 II U-i II X c > C C P 10 ' NA LI AI VI E NA LI AI VI E NA LI AI VI E 6. unload and properly store raw prod- 0 0 Q 100 Q 0 0 0 0 1Q0 0 0 34 66 0 ucts or ingredients with production schedules 7. maintain prescribed rotation of raw 25 0 0 50 25 50 0 0 50 0 0 0 34 66 0 products and ingredients with produc tion schedules 8. maintain accurate inventory records of 0 100 0 0 - 0 100 0 0 0 0 0 33 34 0 33 raw products and ingredients Processing Operations 1 . identify various types of food hand- 25 25 0 50 0 50 50 0 0 0 0 0 34 66 0 ling and processing equipment 2. draw a diagram depicting processing 75 25 0 0 0 100 0000 66 34 000 sequence for the type of products your firm produces 3. calculate weight or volume propor- 50 0 25 25 0 100 0000 00 66 0 34 tions of raw products or ingred ients from formulae H U>o\ NA = Not Applicable; LI = Little Importance; AI - Average Importance; VI = Very Important; E = Essential TABLE 32 - Continued 5% & Of B O a ■H Competency t o ■P IQ #•"» O <-o CN 0 ( 0 © it ® tl U-t it J£ G B B fO •— • 2:CD w B O w m n • ■ O NA LI AI VI E NA LI AI VI E NA LI AI VI E 4. recognize presence or lack of good 0 0 75 0 25 50 0 5Q Q 0 0 0 0 66 34 manufacturing practices operate or assist in operating: 5. washing and sorting equipment 0 0 75 25 . 0 Q 0 50 0 50 33 0 34 0 33 6. conveying and transporting equip- 0 25 75 0 0 0 0 50 50 0 33 0 34 33 0 ment 7. cutting and slicing euqipment, hoth 0 25 50 0 25 -100 0 0 Q 0 33 0 34 0 33 hand and power 8. immobilizers 100 0 0 0 0 100 0 0 0 0 100 0 0 0 0 9. grinders 25 0 25 0 0 100 0. 0 0 0 100 0 0 0 0 U>H NA - Not Applicable: LI * Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 32 *• Continued £© c © *Ho bO +-> Competency > i ^ ig « u U 0 4 U CM © C O © II © II 4-1 II x© vc © > ew O'-'c c n m o NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating: 10. formers 75 25 0 0 0 100 0 0 0 0 66 0 34 0 0 11. scalding equipment 100 0 0 0 . 0 100 0 0 0 0 100 0 0 0 0 12. chemical and mechanical peelers ■ 100 0 0 0 0 100 0 0 0 0 100 0 0 0 0 13. pulping equipment 100 0 0 0 0 100 0 0 0 0 100 0 0 0 0 14. extracting equipment 100 0 0 0 0 100 0 0 0 0 100 0 0 0 0 15. homogenizers 100 0 0 0 0 100 0 0 0 0 100 0 0 0 0 H u» CD NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 32 - Continued o c o a •pi Competency 60 p <0 o fc CM h Ol NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating: 16. pasteurizers 100 0 0 0 0 100 0 0 0 0 100 0 0 0 0 17. clarifiers 75 25 0 0 0 100 0 0 0 0 100 0 0 0 0 18. retorts or sterilizers 75 25 0 0 0 100 0 0 0 0 100 0 0 0 0 19. dryers 100 0 0 0 0 100 0 0 0 0 100 0 0 0 0 20. filling euqipment 75 0 0 25 0 0 0 50 0 50 66 0 34 0 0 21. ovens 75 0 0 25 0 100 0000 66 0 34 00 UJ vo NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 32 ** Continued Er c© o Competency bO© >1'“' iO *-» O '■*' fc CM It CM v c o V I! © II II X10 v G NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating; 22. vacuum pans 75 25 0 Q. 0 100. 0 0 0 0 100 0 0 0 0 23. refrigeration equipment 50 0 50 0 Q 100 0 0 0 0 66 0 0 34 0 24. mixers 25 25 0 25 25 10Q 0 0 0 0 0 0 33 33 34 25. closing machines 75 25 0 0 0 0 0 50 50 Q 66 34 0 0 0 26. crating equipment 100 0 0 0 0 100 0 0 0 0 66 34 0 0 0 27. waste disposal equipment 50 25 0 0 25 0 50 0 0 0 66 0 0 34 0 ■c*h* NA = Not Applicable; LI - Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 32 - Continued >> fa a) c o © •H Competency bO -H ITJ O <-> fa cm fa CM v co 0) II © II Uh II M G > G C £ itj *-* 0) — O w a a NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating: 28. air and water treatment equipment 75 0 25 0 0 100 0 0 0 0 100 0 0 0 0 30. identify wholesale and retail cuts 75 25 0 0 0 100 0 0 0 0 100 0 0 0 0 of beef, pork, and/or lamb 31. identify equipment parts or systems 50 25 25 0 0 100 0 0 Q 0 33 0 34 33 0 that require periodic inspection and/or maintanance, i.e., lubrication 32. identify and use simple hand tools 25 0 50 25 0 50 0 50 0 0 33 0 34 33 0 33. recognize improperly operating 0 0 75 25 0 0 0 50 0 50 0 0 33 34 33 equipment and adjust or stop and report to proper authority NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI - Very Important; E = Essential TABLE 32 r Continued ------IT------®c o (0 * H bO -P Competency ro ^ Ho C? CM CM 0 ) CO o h ® !L ^ » c > C c c m(0 w «O W Oo W NA LI AI VI E NA LI AI VI E NA LI AI VI E 34. use necessary safety precautions 0 0 0 50 SQ 0 Q 0 50 50 0 0 33 34 33 while working on or around mach inery 35. read guages, thermometers, control 25 Q 50 0 25 50 0 50 0 0 0 0 33 34 33 charts, flow meters, and scales 36. maintain records of processing 75 25 0 0 0 100 0000 00 34 66 0 conditions or process variables 37. describe variables which affect 50 25 25 0 0 100 0 0 0 0 0 0 33 34 33 physical and chemical make-up of product during processing 38. recognize, correct, and/or report 0 0 75 25 0 0 0 50 50 0 0 0 0 100 0 all conditions which are detrimental to product, equipment, or personnel Packaging 1. identify types of packaging materials 50 25 0 0 25 0 0 100 0 0 0 0 66 34 0 ■e* ro NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential Competency b o IT} O f t CM U CM © co 41 II © II i p ii x a > G G G ra *—* © v O W « CQ o NA LI AI VI E NA LI AI VI E NA LI AI VI E 2. identify all federal and state sq 25 25 0 0 -1Q0 0 Q Q o. 0 0 66 34 0 quality and grade markings 3. visually differentiate among volume 25 Q 5Q Q 25 Q 0 Q 1Q0 0 0 0 66 34 0 and weight sizes of packages 4. describe the purposes and functions 50 50 0 0 0 100 Q 0 Q 0 0 0 66 0 34 of each technical type of packaging material 5. describe uniform product code (UPC) 50 25 25 0 0 100 Q000 00 66 0 34 and nutritional labeling require ments 6. operate or assist in operating pack- 50 0 25 25 0 0 0 50 50 0 0 0 33 34 33 aging equipment Sanitation 1 . identify the various chemical agents 25 50 25 0 0 50 0 0 50 0 0 0 100 0 0 by technical name used in sanitation and pest control *et w NA = Not Applicable; LI = Little Importance; AI - Average Importance; VI = Very Important; E = Essential TABLE 32 - Continued 17© oc Competency © *rl bO +J 10 O b Cl b CM © CO © II V II *4-t II c > a C £ rtJ © ^ O w m CJ NA LI AI VI E NA LI AI VI E NA LI AI VI E 2. distinguish between those chemical 25 25 0 25 25 50 0 50 0 0 0 0 34 56 0 agents which are and are not per mitted for food contact surfaces - 3. recognize equipment or parts of 0 0 • 25 50 25 50 50 0 0 0 0 0 0 66 34 equipment that require disassembly for proper sanitation recognize inadequately cleaned 0 0 50 25 25 0 0 0 50 50 0 0 0 66 34 equipment 5. prepare cleaning and sanitizing 50 0 25 0 25 50 50 0 0 0 0 0 0 66 34 solutions for use according to directions 6. select and operate tools/equipment 25 25 25 0 25 100 0000 0 0 66 0 34 required for sanitation 7. perform cleaning and sanitizing 0 0 50 25 25 100 0000 000 66 34 procedures in proper sequence srH NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential t r TABLE 32 - Continued E?a> oc 0 ■H b0 Competency 10 o U CN h CM NA LI AI VI E NA LI AI VI E NA LI AI VI E 8. differentiate between "clean-in- 25 50 25 0 0 100 0 0 0 0 0 0 34 66 0 place" and "dean-out-of-place" sys tems and describe variables affec ting their use 25 75 0 0 0 100 0 0 0 0 0 0 0 66 34 9. identify types of microorgansms commonly occurring in and around food plants 10. distinguish between desibable and 25 75 0 0 0 100 0 0 0 0 0 Q 0 33 66 undesirable types of microorganisms in foods 11. identify sources of entry of micro- 25 25 25 0 253 100 0000 000 66 34 organisms into a food product prior to and during processing 12. recognize all potential sources of 25 0 50 25 0 100 0000 000 66 34 food contamination within a food processing plant 13. regularity perform and report various 25 25 25 25 0 100 0 0 0 0 0 0-0 100 0 sanitation tasks prescribed by plant sanitarian or other authority •e-M VI NA = Not Applicable; LI = Little Importnace; AI = Average Importance; VI = Very Important; E = Essential TABLE 32 - Continued £© G o © *—1 Competency M P 10 O h CM U CM © CO © II © II «p it AS C > c 5 c 13 ' © V O w « a a NA LI AI VI E NA LI AI VI E NA LI AI VI E 14, conform to all acceptable standards 0 0 0 25 75 0000 100 0 0 0 0 100 of personal hygiene Quality Control 1 . interpret quality control test rer * 50 25 25 0 0 50 0 0 0 50 0 0 33 34 33 suits in terms- of company standards and state and federal regulations 2. accurately operate scales and 25 0 25 25 25 50 0 0 0 50 0 0 0 66 34 balance 3. sample product at various stages from 50 25 25 0 0 50 0 0 50 0 0 0 0 66 34 raw ingredients to finished product according to statistical procedures 4. describe storage conditions requir- 75 25 0 0 0 50 0 50 0 0 0 0 0 66 34 ed for accurate shelf-life studies of several types of food products M ■ET ON NA = Not Applicable) LI - Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 32 - Continued 0) c O Competency o> •H b0 +J nj o ^ U CM U CM o to O I I O It Mh II X C > C c c fl) q) O m CO a NA LI AI VI E NA LI AI VI E NA LI AI VI E 5. measure pH using meter 75 25 0 0 0 50 0 0 0 50 0 0 33 66 0 6. measure acidity using titration 75 25 0 0 0 50 0 0 0 50 33 0 0 33 0 method 7. measure percent sugar or salt 75 25 0 0 0 50 0 0 50 0 33 3U 0 0 33 using appropriate hydrometer 8. measure refractive index and 50 50 0 0 0 50 50 0 0 0 66 34 0 0 0 solids content using refractometer 9. measure vacuum and headspace of 100 0 0 0 0 50 50 0 0 0 100 0 0 0 0 canned products 10. operate microscope using counting chamber or various slide mounts 100 0000 50 0 0 50 0 100 0 0 0 0 11. measure fat content using approp- 100 0 0 0 0 50 50 0 0 0 66 34 0 0 0 riate equipment and procedures NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E " Essential TABLE 32 - Continued t ? NA LI AI VI E NA LI AI VI E NA LI AI VI E 12. measure water and moisture content 75 0 25 0 0 50 5Q 0 0 0 66 34 0 0 0 13. correctly prepare, innoculate, and loo 0 0 0 0 50 0 0 50 0 66 34 0 0 0 incubate plates for routine micro biology tests 14. use colony counter 100 0 0 0 0 50 50 0 0 0 66 34 0 0 0 15. accurately maintain various quality 75 0 25 0 0 50 0 0 50 0 33 34 33 0 0 control records Finished Product Handling 1. maintain accurate inventory records 25 25 25 0 25 50 0 0 0 50 0 0 33 34 33 of finished product according to item and lot codes 2. maintain records of product codes 50 25 0 0 25 0 0 0 50 50 0 0 33 34 33 received by each customer •B"H CO NA = Not Applicable; LI “ Little Importance; AI = Average Importance£ VI = Very Important^ E = Essential TABLE 32 - Continued >» u a oc o •H Competency bo +» (0 *-*■ O S’S U CM v co © II GJ II Mm II x r t > c C G (9 © w O w pq « U NA LI AI VI E NA LI AI VI E NA LI AI VI E 3. assemble shipments of finished prod- 0 25 50 0 25 0 0 0 50 50 0 0 33 33 uct according to customer orders load shipments without damage using o 0 50 0 50 0 50 0 0 50 0 o 33 3^ 33 necessary conveyors and transport ing equipment 5. prepare accurate shipping labels 75 25 0 0 0 0 50 0 0 50 0 0 3U 0 66 t 6. identify and correct or assist in 25 25 25 25 0 50 0 50 0 0 0 0 66 0 3 H correcting storage conditions which are detrimental to finished product 7. detect and correct housekeeping prac- 0 0 25 50 25 0 0 0 100 0 0 0 34 66 0 tices that are safety hazards BUSINESS OPERATIONS 1. explain general functions of divi- o 0 75 25 0 100 0000 0 0 66 3h 0 sions (sales, production, etc.) with in a food processing company h NA “ Not Applicable; LI = Little Importance; AI - Average Importance; VI = Very Important; E = Essential TABLE 32 - Continued © c © *Ho Competency o u CM Pi CM c c c mCO » ^ o O V ./ NA LI AI VI E NA LI AI VI E NA LI AI VI E 2. identify his/her position within 0 0 75 25 0 0 50 0 50 0 0 0 34 66 0 the firm’s formal lines of authority 3. interpret food processing opera- 50 25 25 0 0 100 0000 00 66 0 34 tions in terms of fixed and variable costs 4. understand the importance and func- 25 25 25 25 0 0 50 50 0 0 0 0 34 0 66 tion of business profits 5. understand how a business organiza- 50 25 25 0 0 50 50 0 0 0 0 0 33 34 33 tion divides its profits and losses 6. prepare clear and concise written 50 25 25 0 0 50 0 0 50 0 0 0 0 66 34 reports 7. identify operations improvements that 50 0 25 25 0 100 0000 000 66 34 could be'used by management to pro mote business growth H >oj i NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 32 - Continued ?> b © oG •H to© Competency io ■Po b CM b CM © n © tl © It ti a ; o > S c c id w © w O « m CJ . NA LI AI VI E NA LI AI VI E NA LI AI VI E 8. recognize how a business contributes 50 25 0 25 0 50 50 0 0 0 0 0 34 66 0 to the community 9. effectively meet and serve the public 50 25 0 0 25 50 0 0 50 0 0 0 0 100 0 INTERPERSONAL RELATIONS 1. demonstrate a willingness to work 0 0 0 25 75 0 0 0 100 0 0 0 0 20 80 2. demonstrate a willingness to learn 0 0 0 25 75 0 0 0 100 0 0 0 0 34 66 3. demonstrate a willingness to ask 0 0 0 50 50 0 0 0 100 0 0 0 0 34 66 questions 4. work with minimal supervision o 0 25 SO 25 0 0 0 100 0 0 0 0 66 34 5. communicate effectively 0 0 25 50 25 0 0 50 50 0 0 0 0 66 34 vn H NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI 3 Very Important; E = Essential TABLE 32 - Continued > » & c© © *Ho Competency bo P (0 U U CM 0 CO O II © II I p 11 JC G > c G G nj w © w O w B) n o NA LI AI VI E NA LI AI VI E NA LI AI VI E 6 . make decisions 25 0 50 0 25 0 0 100 0 0 0 0 0 66 34 7. get along with others 0 0 0 50 50 0 0 0 50 50 0 0 0 34 66 8. project a desirable image for firm 0 0 25 50 25 0 0 50 50 0 0 0 0 34 66 9. use the telephone for business trans-r 50 0 50 0 0 50 0 0 50 0 0 0 0 34 66 actions 10. describe the common reasons for 0 0 25 50 25 50 0 50 0 0 0 0 0 100 0 occupational failure 11. describe the foundations of good 0 0 50 25 25 0 0 100 0 0 0 0 0 100 0 relations with supervisors vn NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI - Very Important; E Essential 10 TABLE 32 - Continued “K — u c0 } o © •H b0 4-> Competency f0 o - \ O U CM U CM © n © II 01 I I «M II .M G > c C C ID w O u O CQ m o NA LI AI VI E NA LI AI YI E NA LI AI VI E 12, explain the employee characteristics 0 0 25 50 25 0 0 50 50 0 0 0 100 0 0 that favor occupational advancement 13. unify loyalty to job, employer, and 0 0 25 50 25 0 0 50 50 0 0 0 0 66 34 fellow workers NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Yery Important; E = Essential £n TABLE 33 PERCENT RESPONSES OF COMPETENCIES BY DAIRY, FRUIT AND VEGETABLE, AND INGREDIENTS COMMODITY AREAS (0 +j *o « G C - I V (0 JQ Competency (8 > P +J J 0) CM f * •H O II iH !L C bO g & G3 (0 W G w w NA LI AI VI E NA LI AI VI E NA LI AI VI E Raw Products and Ingredients 1. identify attributes of wholesomeness 20 0 20 40 20 0 0 50 50 0 0 100 0 0 0 of raw products and ingredients 2. identify major factors which affect 0 0 20 40 U0 0 0 50 25 25 0 50 0 50 0 quality after delivery to plant 3. prescribe conditions required to main- 0 20 0 60 20 0 0 50 50 0 0 0 0 100 0 tain quality of raw products and ingredients 4. verify items and quantities received 0 20 60 20 0 0 0 50 25 25 50 0 0 50 0 using appropriate invoices 5. subjectively inspect goods for accept— 0 20 40 40 0 0 0 25 25 50 0 0 0 100 0 ability and report findings to proper authority US* NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E « Essential TABLE 33 - Continued ca Competency —'a o- ^ a P ri ffl 1 0 -9 , •*0 >»m . +j v j o n p II *H m NA LI AI VI E NA LI AI VI E NA LI AI VI E 6. unload and properly store raw prod- 0 0 60 20 0 0 0 25 25 50 0 0 0 100 0 ucts or ingredients with production schedules 7. maintain prescribed rotation of raw 0 0 20 80 0 0 0 0 50 50 0 0 50 50 o products and ingredients with produc tion schedules 8. maintain accurate inventory records of 20 0 20 60 0 0 0 25 25 50 0 0 0 50 50 raw products and ingredients Processing Operations 1. identify various types of food hand- 0 40 40 120 0 0 50 50 0 0 0 50 50 0 0 ling and processing equipment 2. draw a diagram depicting processing 40 60 0 0 0 0 25 75 0 0 50 0 50 0 0 sequence for the type of products your firm produces 3. calculate weight or volume proporr- 20 20 0 40 20 25 0 0 50 25 0 0 0 50 50 tions of raw products or ingred ients from formulae vicn NA - Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 33 - Continued n •o © ■Pc Competency ©G XIH •H© t o >“* a >1 m +J +J ©• « CM P it •H. © If •H G 3 60 G £b& nto C W NA LI AI VI E NA LI AI VI E NA LI AI VI E 4. recognize presence or lack of good ‘ 0 40 0 40 20 0 0 0 25 75 0 0 50 50 0 manufacturing practices operate or assist in operating: 5. washing and sorting euqipment 0 0 40 40 20 0 0 50 25 25 100 0 0 0 0 6. conveying and transporting equip- 0 0 100 0 0 0 0 75 0 25 50 0 50 0 0 ment 7. cutting and slicing euqipment, both 80 0 0 0 20 20 0 25 25 0 100 0 0 0 0 hand and power 8. immobilizers 100 0 0 0 0 75 0 25 0 0 100 0 0 0 0 9. grinders 100 0 0 0 0 75 0 0 0 25 100 0 0 0 0 NA = Not Applicable: LI = Little Importance; AI = Average Importance; VI = Very Important; E * Essentials? TABLE 33 - Continued to +j a o g Competency ^ >, m +» +j & qj ci F< II *H NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating: 10. formers 100 0000 75 0 25 00 100 0* 0 0 0 11. scalding equipment 80 20 0 0 0 50 0 25 0 25 100 0 0 0 0 12. chemical and mechanical peelers 100 0 0 0 0 75 0 25 0 0 50 0 50 0 0 13. pulping equipment 100 0 0 0 0 100 0 0 0 0 50-0 50 0 0 m, extracting equipment 80 0 20 0 0 75 25 0 0 0 50 0 0 50 0 15. homogenizers 0 20 40 20 20 50 25 0 0 25 50 0 0 50 0 M U» »a NA = Not Applicable; LI = Little Importance; AI * Average Importance; VI 3 Very Important; E 3 Essential TABLE 33 - Continued a +j ••O © c (3 «-4 Competency 10 X t •1-1 ra <-'• >4*0 ■P ■p d - o cm U II •M 0) II b » •H c bO c t>0 G nj © w C O £ > NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating: 16. pasteurizers 20 0 20 40 20 100 0 0 0 0 0 0 0 100 0 17. clarifiers 20 0 20 40 20 75 0 25 0 0 0 0 0 100 0 18. retorts or sterilizers 20 20 0 40 20 50 0 25 25 0 50 0 0 50 0 19. dryers 100 0 0 0 0 50 0 25 ‘ 25 0 100 0 0 0 0 20. filling euqipnent 20 0 20 40 20 0 0 0 50 50 0 0 0 100 0 21. ovens 100 0 0 0 0 75 0 0 0 25 50 0 0 50 0 cn NA = Not Applicable; LI «* Little Importance; AI * Average Importance; VI * Very Important; E s Essential 03 TABLE 33 - Continued a •a o c Competency C H •Ha> n> ACO •H O II a) cm» •H C S M C _ C <0 w U « w (3 a Cm > NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating; 22. vacuum pans 100 0 0 0 0 75 25 0 0 0 100 0 0 0 0 23. refrigeration equipment 20 0 60 0 20 25 25 0 25 25 0 0 0 100 0 24. mixers 80 0 20 0 0 25 0 0 50 25 0 0 0 100 0 25. closing machines 80 0 0 20 0 0 0 25 50 25 0 0 50 50 0 26. crating equipment 100 0 0 0 0 75 0 25 0 0 100 0 0 0 0 27. waste disposal equipment 80 0 0 20 0 25 0 50 0 25 50 50 0 0 0 cnto NA « Not Applicable; LI = Little Importance; AI * Average Importance; VI = Very Important; E * Essential TABLE 33 - Continued <0 +J TJ © c C -1 © Competency ID A •H ID j>»m +J -P C Q) 04 ii •H « II b II •H C 3 60 G 60 fi n) w E ® w C'— Q c > M NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating: 28. air and water treatment equipment 80 0 0 20 0 50 0 25 25 0 50 50 0 0 0 30. identify wholesale and retail cuts 100 0 0 0 0 100 0 0 0 0 100 0 0 0 0 of beef, pork, and/or lamb 31. identify equipment parts or systems 0 M0 M0 20 0 0 0 0 50 50 0 0 50 50 0 that require periodic inspection and/or maintenance, i.e., lubrication 32. identify and use simple hand tools 20 0 M0 M0 0 0 0 0 75 25 0 0 50 50 0 33. recognize improperly operating 0 0 M0 20 M0 0 0 0 75 25 0 0 0 100 0 equipment and adjust or stop and report to proper authority ci NA = Not Applicable; LI * Little Importance; AI = Average Importance; VI = Very Important; E = Essential0 TABLE 33 - Continued CO ■pc P i-t 0) (0 A •H Competency (0 >»U) +» +■> if 0) N u 11 O II •H c O bOC £o P (0 w P a M - NA LI AI VI E NA LI AI VI E NA LI AI VI E 34. use necessary safety precautions 0 0 0 20 80 0000 100 0 0 0 0 100 while working on or around mach inery 35. read guages, thermometers, control 0 0 20 60 20 0 0 0 75 25 0 0 0 100 0 charts, flow meters, and scales 36. maintain records of processing 0 20 0 20 60 0 0 0 75 25 0 0 0 100 0 conditions or process variables 37. describe variables which affect 0 20 20 60 0 25 0 25 25 25 0 0 0 100 0 physical and chemical make-up of product during processing 38. recognize, correct, and/or report 0 0 0 60 40 0 0 0 25 75 0 0 0 0 100 all conditions which are detrimental to product, equipment, or personnel Packaging 1. identify types of packaging materials 0 0 40 60 0 25 25 25 25 0 0 50 0 50 0 o> NA = Not Applicable; LI - Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 33 - Continued ID -p -a v c C r H ai (0 A •H Competency (t) > * w +> -P =t ai « h II •h ai ii •H c 3 H O C CO c 10 h a i « c ^ a IM > . M NA LI AI VI E NA LI AI VJ E NA LI AI yi E 2. identify all federal and state 20. 40 20 20 0 o O' 25 50 25 0 50 0 0 50 quality and grade markings 3. visually differentiate among volume 0 0 20 60 20 0 0 25 50 25 0 50 50 0 0 and veight sizes of packages 4. describe the purposes and functions 0 40 40 20 0 25 25 50 0 0 0 50 50 0 0 of each technical type of packaging. material 5. describe uniform product code (UPC) 0 60 20 20 0 0 0 75 0 25 0 0 50 0 50 and nutritional labeling require ments 6. operate or assist in operating pack- 0 0 40 60 0 0 0 0 100 0 0 0 0 100 0 aging equipment Sanitation 1. identify the various chemical agents 0 40 20 40 0 25 0 25 0 50 0 0 50 50 0 by technical name used in sanitation and pest control o> ro NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E * Essential TABLE 33 - Continued 01 -P T J © P C iH © Competency © J 3 •H © > i m • P P A © C l M II • H © II U It • r f C 3 bO C M P nJ w & < |> w C W O IM > H4 NA LI AI VI E NA LI AI VI E NA LI AI VI E 2. distinguish between those chemical 0 20 20 0 60 o 0 0 25 75 0 0 50 0 50 agents which are and are not per mitted for food contact surfaces 3. recognize equipment or parts of 0 0 0 80 20 0 0 0 25 75 0 0 0 50 50 equipment that require disassembly for proper sanitation recognize inadequately cleaned 0 0 0 20 80 0 0 0 25 75 , 0 0 0 50 50 equipment 5. prepare cleaning and sanitizing 0 20 0 20 60 0 0 25 0 75 0 0 50 0 50 solutions for use according to directions 6. select and operate tools/equipment 0 0 20 20 60 0 0 25 25 50 0 0 0 50 50 required for sanitation 7. perform cleaning and sanitizing 0 0 20 20 60 0 0 0 25 75 0 0 0 50 50 procedures in proper sequence o> NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E ~ Essential" TABLE 33 - Continued ra •a a c c i-l © Competency ^ 10 ^ > , i n + j + » r j - El V w C w i a C > m NA LI AI VI E NA LI AI VI E NA LI AI VI E 8. differentiate between "elean-in- 20 0 0 60 20 0 0 25 50 25 0 0 50 0 50 place” and "clean-out-of-place" sys tems and describe variables affec ting their use 9. identify types of microorgansms 0 40 0 U0 0 0 0 25 50 25 0 0 50 0 50 commonly occurring in and around food plants 10. distinguish between desibable and 0 20 20 60 0 0 0 25 50 25 0 0 50 0 50 undesirable types of microorganisms in foods 11. identify sources of entry of micro- 0 0 0 100 0 0 0 25 75 0 0 0 0 50 50 organisms, into a food product prior to and during processing 12. recognise all potential sources of 0 0 20 40 40 0 0 25 75 0 0 0 0 50 50 food contamination within a food processing plant 13. regularily perform and report various 0 0 0 60 40 0 0 0 75 25 0 0 0 50. 50 sanitation tasks prescribed by plant v sanitarian or other authority K* •PO) NA = Not Applicable; LI = Little. Importnace; AI = Average Importance; VI = Very Important; E = Essential TABLE 33 - Continued (0 +■> •a o c =a ■—i © Competency m id +J -W 3“ Q) CM U II •H O II •H C ' 3 eo c &> C rtj v C'-' a NA LI AX VI E NA LI AI VI E NA LI AI VI E 14, conform to all acceptable standards 0 0 0 40 60 0 0 0 25 75 0 0 0 0 100 of personal hygiene Quality Control 1. interpret quality control test re-" • 20 . 0 0 60 20 0 0 25 50 25 0 0 0 50 50 suits in terms-of company standards and state and federal regulations 2. accurately operate scales and 0 0 0 80 20 0 0 Q 50 50 0 0 0 50 50 balance 3. sample product at various 3tages from 0 20 0 40 40 25 0 0 50 25 0 0 0 50 50 raw ingredients to finished product according to statistical procedures 4. describe storage conditions requlr- 20 0 0 80 0 25 25 0 50 0 0 0 50 0 50 ed for accurate shelf *-life studies of several types of food products o* C/1 NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 33 - Continued to +j c Competency •H© (U CMII oo e- (n=5) (n=4) c w Dairy Fruit Fruit and Vegetable AI VI ENALIAI E NA LI AI VI E 5. measure pH using meter 20 0 0 0 60 60 20 20 0 0 25 25 25 25 50 0 0 0 0 50 50 6. measure acidity using titration 0 60 20 25 25 0 25 50 0 0 50 0 method 7. measure percent sugar or salt 0 80 0 0 50 0 25 50 0 0 50 0 using appropriate hydrometer 8. measure refractive index and 0 20 20 0 25 50 0 0 0 0 50 50 solids content using refractometer 9. measure vacuum and headspace of 80 0 0 20 0 25 a 25 25 25 0 0 50 50 0 canned products 10. operate microscope using counting 40 0 20 40 0 25 0 50 25 0 0 0 50 50 0 chamber or various slide mounts 11. measure fat content using approp 20 0 0 40 40 50 0 25 25 0 0 0 0 100 0 riate equipment and procedures »-» CT> NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E * Essentialo TABLE 33 - Continued to P •a © C G H © Competency © A •H <0 /“S • >itn p p i t U C4 U ii H O II Ci II •H G 3 60 G bO G nt ^ Ci © >-* G'-' Q Cm > n NA LI AI VI E NA LI AI YI E NA LI AI VI E 12. measure water and moisture content 40 0 0 40 20 0 25 25 25 25 0 0 0 100 0 13, correctly prepare, innoculate, and 40 0 0 40 20 25 25 25 25 0 0 0 50 50 0 incubate plates for routine micro biology tests 14, use colony counter 60 0 0 40 0 25 50 0 25 0 50 0 50 0 0 15. accurately maintain various quality 0 20 0 20 60 0 0 50 0 50 0 0 0 50 50 control records Finished Product Handling 1. maintain accurate inventory records 0 20 20 60 0 0 0 25 0 75 0 0 0 100 0 of finished, product according to item and lot codes 2.' maintain records of product codes 20 20 20 40 0 0 25 0 25 50 0 0 0 50 50 received by each customer o» NA = Not Applicable; LI = Little Importance; AI = Average Importance} VI = Very Important} E * Essential TABLE 33 - Continued -MCO t3 © C C H « Competency ^ ~ K.tO +J +J if « « g*t? -h o n s. ii •H C 3 MC MC (0 w U V w C w a (j-4 >• M NA LX AI VI E . NA LI AI VI E NA LI AI VI E 3. assemble shipments of finished prod- 0 20 0 80 0 0 0 0 25 75 0 0 0 100 0 uet according to customer orders 4. load shipments without damage using 0 20 0 60 20 0 0 0 50 50 v 0 0 0 100 0 necessary conveyors and transport ing equipment 5. prepare accurate shipping labels **0 20* 0 40 0 0 0 25 25 50 0 0 0 50 50 6. identify and correct’ or assist in 0 0 0 60 40 0 0 25 25 50 0 0 0 50 50 correcting storage conditions which are detrimental to finished product 7. detect and correct housekeeping prac 0 0 0 60 40 0 0 0 50 50 0 0 0 0 100 tices that are safety hazards BUSINESS OPERATIONS 1. explain general functions of divi 0 40 60 0 0 0 0 50 25 25 0 50 0 50 0 sions (sales, production, etc.) with in a food processing company M ' u* NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential® TABLE 33 - Continued to X) 0) c G i-i NA LI AI VI E NA LI AI VI E NA LI AI VI E 2. identify his/her position within 0 20 20 40 0 0 0 75 0 25, 0 50 50 0 0 the firm's formal lines of authority 3. interpret food processing opera- 0 40 40 20 0 0 0 25 50 25 *0 0 50 50 0 tions in terms of fixed and variable costs 4. understand the importance and fune- 0 20 60 0 20 0 0 25 50 25 0 0 50 50 0 tion of business profits 5. understand how a business organiza- 0 40 40 20 0 0 0 75 25 0 0 0 50 50 0 tion divides its profits and losses 6. prepare clear and concise written 0 40 0 60 0 0 0 75 25 0 0 0 50 0 50 reports 7. identify operations improvements that 0. 40 20 40 0 0 0 0 75 25 0 0 0 100 0 could be used by management to pro mote business growth i-* o> «o NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential TABLE 33 -• Continued ■pto •o ® c c H V (0 X) •H Competency (0 T3 <>s ■M ■M J- 9 CM U 11 a) it U I' •H C 3 bo C 00 c ro 9 w C a £ > NA LI AI VI E NA LI AI VI E NA LI AI VI E S. recognize how a business contributes 0 0 60 40 0 0 0 25 75 0 0 0 50 50 0 to the community 9. effectively meet and serve the public 0 40 0 0 60 0 0 25 50 25 0 0 100 0 0 INTERPERSONAL RELATIONS 1- demonstrate a willingness to work 0 0 0 20 80 0 0 0 25 75 0 0 0 0 100 2t demonstrate a willingness to learn 0 0 0 20 80 0 0 0 25 75 0 0 0 0 100 3. demonstrate a willingness to ask 0 0 0 20 80 0 0 0 75 25 0 0 0 50 50 questions 4. work with minimal supervision 0 0 20 20 60 0 0 0 75 25 0 0 0 100 0 5. communicate effectively 0 20 0 40 40 0 0 0 75 25 0 0 0 50 5Q*. o NA = Not Applicable5 LI =. Little Importance; AI = Average Importance; yi a Very Important; E = Essential TABLE 33 - Continued m p T) © c C © Competency (0 A •H 10 P P Jf © CM •H © II *H B 9 t o e 60 C to w B ffl w B w c > M NA LI AI VI E NA LI AI VI E NA LI AI VI E 6. make decisions 0 0 60 20 20 0 0 25 50 25 0 0 0 50 50 7* get along with others 0 0 0 HO 60 0 0 0 50 50 0 0 0 50 50 8. project a desirable image for firm 0 0 HO 0 60 0 0 0 50 50 0 0 0. 100 0 9. use the telephone for business trans- 0 20 20 60 0 0 0 25 25 50 0 0 100 0 0 actions 10. describe the common reasons for 0 20 HO HO 0 0 0 25 25 50 0 0 50 50 0 occupational failure 11, describe the foundations of good 0 0 HO HO 20 0 0 0 50 50 0 0 0 100 0 relations with supervisors -o NA = Not Applicable; LI - Little Importance; AI - Average Importance; VI = Very Important; E - Essential TABLE 33 - Continued (0 -g © +* G C H © Competency ^ 18 •§ T J • >«*n +j ■(-> © w ti II M © || f, it •H C D M C bO C d w Q) W C w O U* > M HA LI AI VI E NA LI AI yi E NA LI AI VI E 12, explain The employee characteristics 0 20 40 40 0 0 0 50 25 25 0 0 0 50 50 that favor -occupational advancement 13. unify loyalty to job, employer, and 0 0 40 0 50 0 0 0 100 0 0 0 0 100 0 fellow workers * P NA = Not Applicable; LI = Little Importance; AI * Average Importance; YI « Yery Important; E = Essential;* TABLE 34 PERCENT RESPONSES OF COMPETENCIES BY MEAT AND POULTRY AND EGGS COMMODITY AREAS AND BY INDUSTRY a > . Competency >> 60 P—* p 6 0 ''* ' P 00 r- ■ H U H (0 CM P n <—1 II 3 II (0 G 3 -O G •a c d> w O G G £ Pi nj M NA LI AI VI E NA LI AI VI E NA LI AI VI E Raw Products and Ingredients 1. identify attributes of wholesomeness 14 0 43 28 14 0 0 100 0 0 14 11 32 32 11 of raw products and ingredients 2. identify major factors which affect 14 0 28 43 14 0 100 0 0 0 11 11 29 36 18 quality after delivery to plant 3. prescribe conditions required to 14 0 71 0 14 0 0 100 0 0 11 11 43 25 14 maintain quality of raw products and ingredients 4. verify Items and quantities received 18 0 14 28 28 100 0 0 . 0 0 18 11 25 32 28 using appropriate invoices 5. subjectively inspect goods for acceptl4 0 14 43 28 0 0 100 0 0 7 7 25 34 21 ability and report findings to proper authority NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E = Essential 2> TABLE 3** - Continued Competency a ^ >> [| bO'-vbO ■& co ■H II + Hj u in II co 3 NII meO w 3O T>C wB T> C ^C 52 CU HJ W NA LI AI VI E NA LI AI VI E NA LI AI VI E 6. unload and properly store raw prod- 0 0 43' 43 14 0 0 100 0 0 0 0 32 54 14 ucts or ingredients with production schedules 7. maintain prescribed rotation of raw 14 0 14 28 43 0 0 0 100 0 11 0 14 54 21 products and ingredients with produc tion schedules 8. maintain accurate inventory records of 14 0 14 57 14 0 0 0 100 0 14 18 14 36 18 raw products and ingredients Processing Operations 1. identify various types of food hand- 14 0 57 0 28 100 0 0 0 0 14 25 36 18 7 ling, and processing equipment 2. draw a diagram depicting processing 43 28 28 0 0 100 0 0 0 0 50 29 21 0 0 sequence for the type of products your firm produces 3. calculate weight or volume proper- 28 0 14 57 0 0 0 100 0 0 29 4 18 36 14 tions of raw products or ingred- .ients from formulae •j ■t: NA = Not Applicable; LI = Little Importance; AI * Average Importance; VI = Very Important; E * Essential TABLE 34 - Continued 0} >» Competency > . 60 f t M ' " ' -P 00 •P U i- l . 0) CM +» ii H II 3 II (0 G 3 0 0 T J G 0) V o e w C w V ' tU 10 M NA LI AI VI E NA LI AI VI E NA LI AI VI E 4. recognize presence or lack of good 43 0 14 43 0 100 0 0 0 0 18 7 21 32 21 manufacturing practices > operate or assist in operating: 5. washing and sorting euqipment 0 0 28 43 28 0 0 0 100 0 n 0 39 29 21 6. conveying and transporting equip- 0 14 57 28 0 100 0 0 0 0 11 7 64 14 4 ment 7. cutting and slicing euqipment, both 0 0 43 14 43 loo 0 0 0 0 43 4 25 7 21 hand and power 8. immobilizers 43 14 14 28 0 100 00 00 82 4730 9. grinders 0 0 28 43 28 100 0 0 -0 0 68 0 11 11 11 NA 3 Not Applicable: LI = Little Importance; AI * Average Importance; VI c Very Important; E # Essentials TABLE 34 - Continued so > * b o Competency U DO'*' P CO P W W (0 CM p n i-t. II fl II n) NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating: 10. formers 43 14 14 28 0 100 0 0 0 0 75 7* 11 7. 0 11. scalding equipment 43 0 28 28 0 100 0000 75 4 11 74 12. chemical and mechanical peelers 57 0 28 0 0 100 0 0 0 0 82 0 14 0 0 13. pulping equipment 86 0 14 0 0 100 0000 93 0700 14. extracting equipment 86 0 14 0 0 100 0000 86 4740 15. homogenizers 86 0 14 0 0 100 0 0 0 0 68 7 11 77 NA = Not Applicable; LT = Little Importance; AI = Average Importance; VI * Very Important; E * Essential TABLE 33 - Continued « Competency >) 00 p M'"' ■P CO •P W 1-1 OJ NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating: 16. pasteurizers 86 0 14 0 0 100 0 0 0 0 75 0 7 14 4 17. clarifiers 86 0 14 0 0 100 0 0 0 0 68 3 11 14 4 18. retorts or sterilizers 57 0 28 14 0 100 0 0 0 0 61 7 11 18 4 19. dryers 86 0 14 0 0 100 0000 89 0740 20. filling euqipment 43 0 43 14 0 100 0 0 0 0 36 0 21 29 14 21. ovens 43 0 28 28 0 100 0 0 0 0 71 0 11 14 4 177 NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI s Very Importantj E * Essential TABLE 34 - Continued ca Competency ^ 60 & 60"-* •P CO c- ■ P W r ) a cm +J tl ■H II 3 II at C 3 - 0 C •O B a w O C v-' S w s: 04 at NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating; 22. vacuum pans 71 0 28 0 0 100 0000 85 7700 23. refrigeration equipment 14 0 43 28 14 100 0 0 0 0 32 4 29 21. 11 24. mixers 28 0 43 28 0 100 0 0 0 0 39 4 18 29 11 25. closing machines 71 14 14 0 0 100 0 0 0 0 54 11 14 18 4 26. crating equipment 86 0 14 0 O' 100 0 0 0 0 89. 4 7 0 0 27. waste disposal equipment 57 14 28 0 0 100 0 0 0 0 54 14 18 7 7 •a 00 NA = Not Applicable; LI = Littie Importance; AI = Average Importance; VI = Very Important; E * Essential TABLE 34 - Continued Competency 03 •M CO t' PHH cn m V II H II 3 » m e 3 Tl C •a e V w O C w C s O. (0 w NA LI AI VI E NA LI AI VI E NA LI AI VI E operate or assist in operating: 28. air and water treatment equipment 57 0 28 0 14 100 0 0 0 0 71 4 14 7 30. identify wholesale and retail cuts 0 0 14 57 20 100 0 0 0 0 71 4 4 14 of beef, pork, and/or lamb 31. Identify equipment parts or systems 0 0 57 43 0 0 0 0 100 0 18 11 32 32 that require periodic inspection and/or maintanance, i.e., lubrication 32. identify and use simple hand tools 0 14 43 28 14 0 0 0 100 0 14 4 36 39 33. recognize improperly operating 0 0 28 57 14 0 0 0 100 0 0 0 32 46 2 equipment and adjust or stop and report to proper authority NA = Not Applicable; LI = Little Importance; AI * Average Importance; VI * Very*Important; E * Essential IO TABLE 34 - Continued u >* Competency • ^ +i t"II H+J W rl II raw3 II IBo wC Do CT5 vC "O C 33 . . pu IB M NA LI AI VI E NA LI AI VI E NA LI AI VI E. 34. use necessary safety precautions 0 0 0 43 57 0000 100 0 0 4 29 68 while working on or around mach inery 35. read guages, thermometers, control 0 0 28 28 43 0 0 0 100 0 7 0 25 43 25 charts, flow meters, and scales 36. maintain records of processing 14 0 43 43 0 0 0 100 0 0 21 7 18 39 14 conditions or process variables 37. describe variables which affect & 14 28 28 0 0 0 100 0 0 21 11 25 32 7 physical and chemical make-up of product during processing „ 38. recognize, correct, and/or report 0 0 28 28 43 0 0 0 100 0 0 0 21 43 36 all conditions which are detrimental to product, equipment, or personnel Packaging 1. identify types of packaging materials 0 14 43 28 14 0 0 100 0 0 11 14 39 29 7 i-* o09 NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI - Very Important; E * Essential TABLE 34 - Continued a . >> >1 bo f4 Competency . >-* f * t o * - * jf ® aj c- II H-h W Itth g3 w II in c 9 *2 c 113 •£o»w Pj (0 S w M£ NA LI AI VI E NA LI AI YI E NA LI AI yi E 2. identify all federal and state 0 14 14 43 28 0 O'100 0 0 18 18 25 25 14 quality and grade markings 3. visually differentiate among volume 0 14 31 13 0 0 0 0 100 0 4 7 43 35 11 and weight sizes of packages 4. describe the purppses and functions 14 28 43 14 0 0 100 0 0 0 21 32 36 7 4 of each technical type of packaging. material 5. describe uniform product code (UPC) 43 14 28 14 0 0 100 0 0 0 25 21 36 7 11 and nutritional labeling require ments 0. operate or assist in operating pack- 0 28 28 28 14 0 0 0 100 0 7 4 29 54 7 aging equipment Sanitation 1. identify the various chemical agents 43 28 28 0 0 0 0 100 0 0 21 21 36 14 7 by technical name used in sanitation and pest control NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E « Essential TABLE 34 - Continued (0 ^"l Competency >1 bo U bQ'-j £ CO C" •P W H CD CM V II r-< II 3 H n) G 3 *0 G 'S c Q) W O G w 2 IX. nj w NA LI AI VI E NA LI AI VI E NA LI AI VI E 2. distinguish between’ those chemical 0 0 **3 14 43 0 0 0 100 0 7 7 25 21 39 agents which are and are not per mitted for food contact surfaces 3. recognize equipment or parts of 0 0 43 14 43 0 100 0 0 0 4 7 14 39 36 equipment that require disassembly for proper sanitation 4. recognize inadequately cleaned 0 0 0 28 71 0 0 0 100 0 0 0 7 36 57 equipment 5. prepare cleaning and sanitizing 14 0 28 28 28 0 100 0 0 0 14 11 18 18 39 solutions for use according to directions 6. select and operate tools/equipment 0 0 71 0 28 100 0 0 0 0 14 4 36 11 36 required for sanitation 7. perform cleaning and sanitizing 0 0 57 28 14 100 0 0 0 0 11 0 25 29 36 procedures in proper sequence CO NA = Not Applicable; LI = Little Importance; AI = Average Importance; VI = Very Important; E * Essential10 TABLE 34 - Continued a >t Competency ^ £ m I*. P U r i O CM V II H II P II id c 3 t3 c •a c O w 'O C w C e cu m w NA LI AI VI E NA LI AI VI E NA LI AI VI E 8. differentiate between "dean-in- 14 14 28 43 0 100 0 0 0 0 21 11 21 36 11 place" and "clean-out-of-place" sys tems and describe variables affec ting their use 9. identify types of microorgansms 28 0 43 28 0 100 0 0 0 0 21 18 18 32 11 commonly occurring in and around food plants 10. distinguish between desibable and 43 0 28 28 0 100 0 0 0 0 25 14 18 29 14 undesirable types of microorganisms in foods 11. identify sources of entry of micro- 28 0 28 43 0 100 0 0 0 0 21 4 14 50 11 organisms into a food product prior to and during processing _ _ 12. recognize all potential sources of 0 0 28 43 28 0 0 100 0 0 food contamination within a food 13. regularily perform and report various 0 28 28 28 100 0 0 0 0 18 4 11 46 21 sanitation tasks prescribed by plant sanitarian or other authority 00 co NA = Not Applicable; LI - Little. Importnace; AI = Average Importance; VI = Very Important; E = Essential TABLE 34 - Continued to >« Competency _ £ gg^ £ £ c-~ +j U to c m +j i i h i t a it nJ C s-o c t) c 01 w o b C w s; cu as m NA LI AI VI E NA LI AI VI E NA LI AI VI E 141 conform to all acceptable standards 0 0 14 28 57 0 0 100 0 0 0 0 4 25 25 of personal hygiene Quality Control 1. interpret quality control test re- • 57 . 0 14 14 14 100 0 0 0 0 - 3 2 4 14 29 21 suits in terms-of company standards and state and federal regulations 2. accurately operate scales and 0 0 28 28 43 100 0 0 0 0 11 0 11 43 36 balance 3. sample product at various stages from 57 0 28 14 0 100 0 0 0 0 32 7 11 32 18 raw ingredients to finished product according to statistical procedures 4. describe storage conditions requir 43 0 28 14 14 ' 100 0 0 0 0 36 7 14 32 11 ed for accurate shelf-life studies of several types of food products NA = Not Applicable} LI = Little Importance: AI = Average Importance; VI = Very Important; E » Essential TABLE 34 - Continued Competency to > 1 bO o 60*'*' ■M co f W r l (0 CM +* it i-4 II 3 II toO wc 3fl C •O C s bO C10 c *— NA LI AI VI E NA LI AI VI E NA LI AI VI E 5. measure pH using meter 57 11* 11* 14 0 100 0 0 0 0 36 11 11 32 10 6. measure acidity using titration 57 11* 28 0 0 100 0 0 0 0 46 11 7 21 11 method 7. measure percent sugar or salt 57 0 43 0 0 100 0 0 0 0 43 14 11 25 7 using appropriate hydrometer 8. measure refractive index and 71 28 0 0 0 100 0 0 0 0 54 21 11 7 7 solids content using refractometer 9. measure vacuum and headspace of 86 14 0 0 0 100 0 0 0 0 71 7 7 11 4 canned products 10. operate microscope using counting 86 14 0 0 0 100 0 0 0 0 64 4 14 18 0 chamber or various slide mounts 11. measure fat content using approp 3 0 28 28 0 100 0 0 0 0 50 7 11 25 7 riate equipment and procedures NA « Not Applicable; LI «* Little Importance; AI * Average Importance; VI * Very Important; E * Essential® TABLE 34 - Continued CO > » Competency > 1 t o . U L b0«”~v +J CO r - ■P M r l CO IN + j n * - f II a ii cfl P 3 - 0 C 0 3 P CJ w O P W C £ PL. IQ l - l NA LI AI VI E NA LI AI YI E NA LI AI VI E 12. measure water and moisture content 43 0 28 28 0 100 0 0 0 0 43 7 18 25 7 13. correctly prepare, innoculate, and 71 14 14 0 0 100 0 0 0 0 57 11 11 18 4 incubate plates for routine micro biology tests 14. use colony counter 71 14 14 0 0 100 0 0 0 0 64 18 7 11 0 15. accurately maintain various quality 43 0 43 14 0 100 0 0 0 0 32 7 25 14 25 control records Finished Product Handling 1. maintain accurate inventory records 14 14 28 43 0 100 0 0 0 0 14 11 21 32 21 of finished product according to item and lot codes „ _ _ 2♦* maintain records of product codes . 113 ^ *** 28 0 100 0 • 0 0 0 . 25 14 11 2 received by each customer CO CD NA * Not Applicable; LI * Little Importance; AI - Average Importance^ YI » Very Importantj E * Essential TABLE 34 - Continued a Competency >t M u P» 0 0 —* ■p 00 t" ■H IO rl CO CM +j ii H 11 3 II m c 3 'O G ■3 G 01 v O G'-' C ^ 3= PL. (0 IH NA LI AI VI E . NA LI AI VI E NA LI AI VI E 3. assemble shipments of finished prod- o 14 28 28 28 100 0 0 0 0 4 11 18 39 29 uct according to customer orders 4. load shipments without damage using 14 0 28 43 14 100 0 0 0 0 7 7 18 39 29 necessary conveyors and transport ing equipment 5. prepare accurate shipping labels 28 0 28 28 14 100 0 0 0 0 29 11 14 21 25 6. identify and correct or assist in 14 0 14 43 28 100 0 0 0 0 14 4 21 32 29 correcting storage conditions which are detrimental to finished product 7. detect and correct housekeeping prac- 0 0 14 43 43 0 0 100 0 0 0 0 14 50 36 tices that are safety hazards BUSINESS OPERATIONS 1. explain general functions of divi- 28 14 28 14 14 100 0 0 0 0 18 14 43 18 7 sions (sales, production, etc.) with in a food processing company ^ 00 NA = Not Applicable; LI ~ Little Importance; AI = Average Importance5 VI = Very Important; E = Essential*14 TABLE 34 -Continued CD >i Competency ^ ® r~ +• u1-1 g cm ■p II r-* II 3 II 13 C 3 fl C 33 C v ' o c ' c as a. io i-i - NA LI AI VI E NA LI AI VI E NA LI AI VI E 2. identify his/her position within 14 0 71 14 0 0 0 100 0 0 4 11 S4 29 4 the firm's formal lines of authority 3. interpret food processing opera- 43 0 43 14 0 0 0 100 0 0 25 11 29 18 7 tions in terms of fixed and variable costs 4. understand the importance and func- 28 14 57 0 0 0 0 100 0 0 11 14 46 14 14 tion of business profits 5. understand how a business organiza- 43 14 28 14 0 0 0 100 0 0 21 18 39 18 4 tion divides its profits and losses 6. prepare clear and concise written 43 0 28 28 0 0 0 100 0 0 21 11 29 32 7 reports 7. identify operations improvements that 14. 0 57 28 0 0 0 100 0 0 18 7 25 43 7 could be used by management to pro mote business growth i-t CDa> NA s Not Applicable; LI 3 Little Importance; AI * Average Importance; VI 3 Very Important; E 3 Essential TABLE 34 - Continued to >* Competency ~ & |o~ § ® p II H II 3 H « C 3 ’O C - 3 C O w O C w s Pu «J - M NA LI AI VI E NA LI AI VI E NA LI AI VI E 8. recognize bow a business contributes l1* lb 28 28 lb 0 0 100 0 0 lb 11 32 39 b to the community 9. effectively meet and serve the public I1* 0 28 lb b3 0 0 100 0 0 lb 11 21 25 29 INTERPERSONAL RELATIONS 1. demonstrate a willingness to work 0 0 0 71 28 0 0 0 100 0 0 0 0 b3 57 2. demonstrate a willingness to learn 0 0 0 71 28 0 0 0 100 0 0 0 0 b3 57 3. demonstrate a willingness to ask 0 0 0 86 lb 0 0 100 0 0 0 0 b 57 39 questions b. work with minimal supervision 0 0 0 100 0 0 0 100 0 0 0 0 11 68 21 5. communicate effectively 0 0 0 71 28 0 0 100 0 0 0 e 11 57 29 Competency _ f § U £ ® r» -(-> La t -I M CM •P t) H II 3 II to c a t > P ' O P E NA LI AI VI E NA LI AI VI E NA LI AI VI E 6. make decisions 14 0 14 57 14 0 100 0 0 0 7 4 32 35 21 7. get along with others 0 0 0 86 14 0 0 0 100 0 0 0 0 57 43 8. project a desirable image for firm 0 0 0 86 14 0 0 0 100 0 0 0 14- 54 32 9. use the telephone for business trans- 14 14 0 71 0 0 0 100 0 0 14 7 25 39 14 actions 10, describe the common reasons for 28 14 28 28 0 0 100 0 0 0 11 11 29 39 11 occupational failure 11, describe the foundations of good 28 0 28 43 0 0 0 100 0 0 7 0 32 46 14 relations with sunervisors a > t bo u Competency u b o -'-' 4-> CO c** ■ P W H a « p II rH || 3 II ■o a s o e T ) c <0 ' O C w C w s n* nj H NA LI AI VI E NA LI AI YI E NA LI AI VI E 12, explain the employee characteristics 14 0 71 14 0 0 100 0 0 0 4 7 43 34 7 that favor occupational advancement 13. unify loyalty to job, employer, and 0 0 28 43 28 0 100 0 0 0 0 4 21 50 25 fellow workers NA - Not Applicable; LI = Little Importance; AI = Average Importance; yi * yery Important; E = Essential® BIBLIOGRAPHY BIBLIOGRAPHY Career Preparation in Agricultural Products (Food Processing): A Curriculum Guide for High School Vocational Agriculture. 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Unpublished survey of food processing plants in Hamilton County, Ohio. Columbus, Ohio: Ohio Department of Education, Agricultural Education Service, 1971. Lewis, Wiley B. Review and Analysis of Curricula for Occupations in Food Processing and Distribution. Columbus, Ohio: Center for Voca tional and Technical Education, Ohio State University, 1970. Sherck, Charles K. "Changes in Food Consumption Patterns." Food Tech nology. September 1971, pp. 50-52. ' Smeltz, Leroy C. "An Analysis of Occupational Titles and Competencies Needed in Agricultural Food Products Processing Plants." Unpub lished Doctoral thesis, Pennsylvania State University, 1969. Tomorrow’s Manpower Needs, Volume IV. Washington, D,C.» U. S. Depart ment of Labor, Bureau of Labor Statistics, 1971. Wallace, Harold R. Review and Synthesis of Research on Cooperative Vocational Education. Columbus, Ohio: Center for Vocational and Technical Education, Ohio State University, 1970.