STRATEGIC PLANNING FOR HUMAN RESOURCES: 1981 AND BEYOND

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP92-00455R000100170003-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 12
• Document Creation Date: December 19, 2016
• Document Release Date: March 21, 2002
• Sequence Number: 3
• Content Type: REPORT

Oph,riRar~hr~t~
Job discontent among American
workers in general is at a 28-year
high. Among middle management in
particular, discontent is growing
for the first time in many years.
These findings will have an important and measurable impact on your firm's
productivity and profitability.
.We know this because we have just compiled a unique and comprehensive report
on changing worker attitudes from Opinion Research Corporation's special
employee relations data bank. Findings from this report represent the result
of surveys conducted with more than 240,000 workers from more than-400
companies and plants in a broad spectrum of industries over a period of
28 years.
You should have a copy of this report if you are directly involved with
management of human resources, industrial relations, organizational and
management development, and training.
The report details and interprets the most current trends in employee values,
attitudes, and opinions, assesses their implications for the future, and makes
recommendations for ways to respond most effectively to key problem areas.
With this information, you can clearly identify the most important problems
facing companies like yours today.
This is not a run-of-the-mill presentation of employee demographics or idle
speculation about their impact on attitudes. It is based on a specially
prepared compilation presented to more than 200 senior corporate officials at
a major national Executive Briefing on Strategic Planning For Human Resources:
1981 And Beyond. This report is a factual analysis of how employees actually
rate companies in 16 critical areas, including: satisfaction with company and
department ? company image ? job satisfaction ? employee relations ? basic
conditions of employment ? pay and benefits ? dealing with employee problems
a managerial/supervisory skills ? the ability of top management.
The report also includes a detailed analysis of what senior management must
know about the public attitudes prevailing today, specific recommendations
for translating survey results into strategic action steps, an executive
summary of key findings, a review of those tactics which have been found most
effective in responding to problem areas, and a complete set of tables showing
trends in each area surveyed.
I strongly urge you to review the enclosed prospectus and to consider the
report's value to you in improving your own strategic human resource program.
I am confident that this report will be a useful resource and look forward to
the pleasure of sharing our findings with you.
Sincerely,
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A Report On
Changing Employee Values in America
Opinion Research Corporation
(An Arthur D. Little Company)
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The data contained in "Strategic Planning For Human Resources: 1981 And Beyond"
were presented originally at an Opinion Research Corporation Executive Briefing
Session attended by more than 200 senior executives from major corporations
across the nation.
The Briefing drew extensive expressions of interest from many quarters of
American industry, and it is because of this interest that we are making the
substance of our findings available at this time.
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CONTENTS/WHAT THE REPORT CONTAINS
"Strategic Planning For Human Resources: 1981 And Beyond" is a six-part
management level presentation which focuses on the key results and strategic
implications of major Opinion Research Corporation employee relations research
projects conducted since 1952, at a cost of over S5,000,000.
This powerful and comprehensive report is based on systematically gathered and
recorded data on specific employee attitudes compiled from more than 240,000
workers in some 400 companies and plants, and interpreted to convey the infor-
mation needed most by senior management.
There is no other report quite like it.
There is no other report that gives you first-hand knowledge about . . .
s the overall panorama of employee attitude trends, broken down into five-
year intervals to reveal startling comparisons among managers, clerical
workers, and hourly employees on subjects ranging from satisfaction with
job, pay, and benefits to perceptions of the ability of top management
and the way companies keep their employees informed;
e how you can go about identifying the specific attitudes and values of
employees in your own company and translating the results of your findings
into positive, constructive action;
s up-to-date attitudes of the American public, so crucial if you are to
really understand the attitudes of your workers and place them in the
proper context.
In short, "Strategic Planning For Human Resources: 1981 A` Beyond" is
specifically designed to give you a clear window on the voi''atile issues which
should command your own and your human resource management team's attention
now and in the immediate future.
Section One
In "What Management Must Know About Today's Public Attitudes," you will learn
why current worker dissatisfaction is even more significant when placed in the
context of the general public's growing dismay with what it perceives to be
the concentrated economic power, excessive profits, and impersonality of
large corporations. You will learn, through 36 explicit charts and graphs,
why those who give little approval to business are now at an all-time high,
and how specific types of companies rate in the public's eye in such areas
as: inspiring trust and confidence, excess profitability, fulfilling social
responsibilities, and needing government regulation. You will also learn how
the public really feels about environmental protection and how selected
thoughtleaders feel about the key issue of corporate governance. Every
corporation's welfare is affected by the attitudes of its various publics.
The original research contained within this segment, drawn from the massive
ORC data bank, is an invaluable foundation for understanding the problems
which exist in the society of which your corporation is a part.
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WHAT THE REPORT CONTAINS (Continued)
Section Two
In "Changing Employee Values in America: Strategic Planning For Human Resources,"
you will learn about employee values, attitudes, and opinions in 16 critical
areas, along with an interpretive summary of findings, suggested tactics for
responding to problem areas, and key trends for managers, clerical employees,
and hourly workers, all supported by 34 specially prepared charts, which have
been drawn from the ORC employee relations data base. By using the information
in this section you will also begin to see, as we have, the strong, growing,
and dangerous trend to;!ard middle management discontent which is cutting across
all corporations and into the heart of American industry. It will become clear
to you that one of the greatest challenges facing you as a human resource
executive is how to channel middle management frustration into positive energy.
Section Three
In "Translating, Employee Survey Results Into Action," you will learn about the
benefits of conducting a survey of your own employees and how it will bring
into focus the specific problems which exist in your own organization. You
will also learn about organizational stages of development, particular
characteristics of employees in each stage, and the programs that should be
developed to respond most effectively to the needs of employees in each stage.
Section Four
In "Comparing Human Resources Management Trends In Great Britain and the
United States," you will learn about key differences and similarities and,
most importantly, what clues the attitudes of workers in England hold for the
emerging attitudes of U.S. workers and management.
Section Five
In "A Case Study: Using The Employee Survey As A Springboard For Effective
Human Resource Planning," you will learn the results of a case study of one
major manufacturer and how the company successfully implemented specific
programs which boosted productivity and increased management responsiveness
to employee unrest.
Section Six
In "Strategies For Change: How To Function Better In The Changing Competitive
Environment," you will read about 30 specific ideas which you can immediately
begin to implement in your own organization. Each can provide you with immediate
and positive results. Each idea has been tested and has been successfully
integrated into the day-to-day operations of major corporations.
TAKEN SEPARATELY, ANY ONE OF THESE SIX SEGMENTS WOULD BE A VALUABLE AID IN
STRATEGIC HUMAN RESOURCE PLANNING. TOGETHER, THEY REPRESENT A POWER RESOURCE
FOR YOU TO USE AS YOU TRY TO COME TO GRIPS WITH THE COMPLEX PROBLEMS YOU MUST
MASTER IF YOU ARE TO SURVIVE AND PROSPER IN THE 1980s.
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After Reading This Report You Will Know:
? Why your most able middle managers are going to leave you, ,there they
are going to go -- and how you can keep them.
? The specific steps you must take to defuse the smoldering powder keg
of middle management discontent.
? What you must do to change your employees' belief that you are letting
them down in the area of communications.
? Why job security among middle managers is lower than it has ever been,
even though clerical and hourly employees feel more secure in their jobs
than at any time since the early '6Os.
? Why supervisors are now better respected than top management -- and how
to turn that to your advantage.
? What you can expect to hear if you ask your own employees -- both white
collar and blue collar -- how they feel about their pay, opportunities
for advancement, and the way you make promotions.
? Why solutions to many problems in the workplace can often be found in
attitudes prevalent in the world at large.
? About the startling misconceptions Americans have about big business and
why big business is going.to have to redefine its role and responsibilities
in society.
? Which institutions have the most tarnished public image.
? How the attitudes of older workers about their jobs differ from those of
younger ones; how men differ from women.
? About the five stages of organizational development, how to identify
where your organization is, and what this means for your strategic human
resources planning.
? About a unique four-step approach to translating survey findings into
responsive change programs unique to your company.
? What clues the attitudes of workers in Great Britain hold for the emerging
attitudes of U.S. workers -- what the key differences are and why they are
important for you to know.
? How one major corporation improved its productivity by overhauling its
human resources program, and the specific programs that led to positive
change.
? About specific ideas for action you can take in your own organization that
will dramatically upgrade your ability to function in a competitive
environment.
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STRATEGIC PLANNING FOR HUMAN RESOURCES:
PAGE
1. What Management Must Know About Today.'s Public Attitudes ............ 5
Attitudes Toward Big Business .................................. 8
Attitudes Toward Business Profits .............................. 12
Attitudes Toward Government Regulation ......................... 16
Attitudes Toward Environmental Protection ...................... 19
Attitudes Toward Corporate Governance.......................... 22
Interpretive Summary........................................... 28
II. Changing Employee Values in America: Strategic Planning For
Human Resources ..................................................... 33
General Perspective of the Report Findings ..................... 38
Attitude Items:
Satisfaction With Company And Department
Company Compared With Other Companies ...................... 41
Department In Which Employee Works ......................... 43
Company Image As Perceived By Employees
Ability To Compete With Other Companies .................... 45
Job Satisfaction ............................................. 47
Employee Perceptions Of Basic Conditions Of Employment
Job Security ............................................... 49
Pay ........................................................ 51
Employee Benefits .......................................... 53
Employee Advancement Opportunities, Including
Opportunity For Advancement ................................ 55
Fairness In Making Promotions .............................. 57
Employee Communications
Keeping Employees Informed ................................. 59
Communications Credibility ................................. 62
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Current And Preferred Sources Of Information Among
Managers, Clerical Employees, And Hourly Employees .........
64
Listening to Employee Problems And Complaints ..............
68
Employee Perceptions Of Company Responsiveness
Doing Something About Employee Problems And Complaints...
69
Supervisory/Top Management, Skills
Ability Of Supervisors
Knowing His Or Her Job .................................
72
Encouraging Suggestions For Improvement ................
73
Letting Employees Know How They're Doing On The Job....
73
Ability Of Top Management ................................
74
Themes: Putting The Data Into Perspective .................
77
Leverage Points For Change ...................... .........
80
Directions For Change ......................................
82.
III.
Translating Employee Survey Results Into Action ...................
85
IV.
Comparing Human Resources Management Trends in Great Britain And
V.
The United States ................................................. 101
Case Study: Using The Employee Survey As A Springboard For
VI.
Effective Human Resource Planning ................................. 111
30 Strategies For Change: How To Function Better In The
Changing Competitive Environment .................................. 121
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A PARTIAL LIST OF COMPANIES NOW USING THIS REPORT
Agrico Chemical ? Agway a Air Products and Chemicals ? Allied Chemical ? Amax a
Arthur Andersen ? Arco Chemical ? Armco ? Avco ? Avon Products ? Bank of America ?
BASF Wyandotte a Bankers Trust ? Bath Iron Works ? Bay State Gas ? Beecham Products
? Boston Edison a Brooks Brothers ? Caterpillar Tractor ? CBS ? Celanese ? Central
Telephone and Utilities ? CertainTeed ? Chase Manhattan Bank a Chemical Bank ?
Citibank ? Citicorp ? Cities Service ? Commercial Credit ? Congoleum ? Connecticut
General Life ? Continental Bank ? Corning Glass ? Davy a Digital Equipment ? Dun &
Bradstreet a Eastman Kodak ? Eaton ? Equifax 9-Estee Lauder ? Ethyl a Federal
Express a Fidelity Bank a Foote, Cone & Belding a Foremost-McKesson ? GAB Business
Services a GATX ? General Electric ? General Mills ? Getty ? Gould a GTE ? Gulf Oil
? Gulf & Western ? Harper & Row ? Heublein ? Hill and Knowlton ? Holiday Inns ?
Home Savings Bank ? Honeywell ? IBM ? INA a Ingersoll-Rand ? Intel ? International
Paper ? Johnson & Johnson ? Johnson Wax ? Kelly-Springfield Tire ? Kidder, Peabody
? Lehman Brothers Kuhn Loeb a Lord & Taylor a Lukens Steel a Martin Marietta ?
Maryland Casualty a Merck ? Merrill Lynch, Pierce, Fenner & Smith a Mobil Oil ?
Morgan Guaranty ? Motorola ? New England Mutual Life ? New England Nuclear ?
Norris Industries a Northeast Utilities ? Norwich-Eaton Pharmaceuticals ?
Panhandle Eastern Pipeline ? Parker Brothers ? Perkin-Elmer ? Pfizer ? Phoenix
Steel ? Pillsbury ? Pittsburgh Corning ? Polaroid ? Post-Newsweek Stations ?
Potomac Electric ? PPG Industries a Provident Life and Accident ? RCA ? Red
Devil o R.J. Reynolds a Rockwell International ? Safeway Stores a Saxon Industries
? Joseph E. Seagram & Sons ? Sherwin-Williams ? Simmonds Precision a Singer ?
Southern California Edison ? St. Regis Paper ? Thomas & Betts ? Tiger. International
? Timken ? TRW ? Union Camp ? Uniroyal ? United Food and Commercial Workers ? United
Technologies a Upjohn ? U.S. Tobacco ? Viacom International a Warner Lambert ? West
Point Pepperell ? Westinghouse Electric ? West Publishing ? Wickes Companies ? Xerox
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ER-B _. 1 2 3 4 5 6 7 8 9 10 11 12 13
Order Form
STRATEGIC PLANNING FOR HUMAN RESOURCES: 1981 AND BEYOND
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Organization
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Please-return this form to:
Ms. Karen Smolens
Center for Management Research
(Report Coordinators)
850 Boylston Street
Chestnut Hill, Massachusetts 02167
[phone]
Check for $275 enclosed. Please bill us.
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idents Council of Economic Advisers:
-'We should admit that we are puciled by
all this. the reason why rates are staying
so high is not obvious to me."
Administration officials are baffled
because they have been insisting all along
that a tight money policy by the Federal
Reserve, when coupled with cuts in fed-
eral spending, would bring down interest
rates. Lately, the Federal Reserve has cer-
tainly been doing its part. Since April the
growth of the nation's money supply has
been at a near standstill, and in the past
month the so-called Ml-B, the nation's
most widely watched measure of money,
has actually been below the I ed's annual
target range of a 3.5'( to 6'4 increase.
What troubles Wall Street money-
men, however. is not Federal Reserve
Chairman Paul Volcker's tight-money
tactic, which they generally support, hut
the lack of an equally resolute stance on
fiscal policy. Some bankers and analysts
fear that the President's tax cut plans, plus
his projected defense spending buildup,
will more than offset the Administration's
deep spending cuts elsewhere in the bud-
get. and thus increase the need for fed-
eral borrowing. Interest-rate pessimists
like investment bank Economists Henry
Kaufman of Salomon Bros. and Albert
Wojnilower of First Boston Corp.. who
h'tvc been nicknamed Dr Doom and Dr.
(doom along Wall Street, assert that the
prime rate could ratchet up at least above
its peak of 21.5% and possihly .,s high as
25''( before the end of the year.
The Virtues of Doing Nothing
An energy piogr-ain based on less direction fi-oin Washington
R icharcl Nixon called it Project Inde- i responsibilities that reached into virtually
pendence: Jimmy Carter labeled it every corner of the economy. I.ater Jim-
the "moral equivalent of war.-- Last week my Carter reorganised and expanded the
Ronald Reagan offered his own version apparatus and gave it Cabinet-level sta-
of a national energy policy. Unlike pre- tus as the Department of Energy. Through
ceding plans. the new approach calls. pre- all those initiatives. the U.S. energy trou-
dictably enough, for less Government in- bles just worsened.
I volvement in solving American energy Even before the Reagan Administra-
problems. lion's program was announced, its policy
In contrast to the insistent salesman- of less Government involvement in en-
ship of Jimmy Carter, who unfurled his ergy was clear. Since January, the Ad-
1977 national energy plan during a tele- ministration has scrapped virtually all re-
vised network address from the Oval Of- maining vestiges of gasoline and crude oil
I fice. the Reagan White House down- price controls. chopped $3 billion from
played its own energy debut to the point the fiscal 1982 Energy Department bud-
get, scaled back conservation and solar re-
orne bankers even argue that tech-
nical factors alone will keep rates
from dropping by very much in the
months ahead. With long-term interest
for such investments as top-rated corpo-
rate bonds now as high as at least 1514.
corporate treasurers have been postpon-
ing bond sales and covering their money
needs on a week-to-week and month-to-
month basis in the short-term market. In
June alone, business demand for such
credit jumped at an annual rate of 32'x,
to $319 Killion. Moneymen speak of a
'shadow bond calendar' of $10 billion to
$15 billion in potential corporate debt that
has been waiting to surge into the long-
term bond market once interest rates
come down.
(though financial raizle-daiile plays
are certain to keep interest rates in tur-
moil for months more at least, any eas-
ing off on monetary policy would assured-
i ly bring only a temporary benefit. An
increase in the money supply would lust
knock rates down slightly, but then it
would send them leaping to still higher
peaks when inflation exploded anew. 1'he
financial markets seem to be telling
Secretary of Energy James B. Edwards
A program of less Government control.
of near invisibility. Energy Department
staffers simply presented the skimpy. 35-
page report and answered press questions
during a sparsely attended briefing in the
basement of the department's building.
Said a DOG spokesman candidly: "The
National Energy Act requires an energy
policy statement from each Administra-
tion_ If that were not the case. we would
probably just as soon not have come out
with a statement at all
I he document. which was long on free
market rhetoric but short on specific pro-
posals. made clear that the Administa-
tion has no intention of fashioning any
new grandiose Government programs.
*This is a departure from the energy phi-
Washington that they want less federal losophics of the past three Administra-
spending and borrowing. Only if that oc- lions When worldwide oil prices leaped
curs will interest rates come down and in 1973 during the Arah oil embargo, the
stay down. --By Christopher Byron. Report- Nixon Administration sought to insulate
ed by Bernard Baumohl/New York and I consumers from the higher costs Under
David Beckwith/Washington, with other U.S. Gerald Ford. energy regulation blossomed
bureaus I into a sprawling federal bureaucracy with
search programs. and sharply curtailed
investment in synthetic-fuel projects.
Reagan Administration officials admit
that under such a free market energy pro-
gram, fuel prices will rise until they reach
world levels. But they maintain that the
payoff will be more conservation of pre-
cious fuel. higher domestic energy pro-
duction, and ultimately less dependence
upon Middle East oil suppliers.
Presiding over the Reagan policy is
Energy Secretary James B. Edwards, a
South Carolina dentist and longtime Rea-
gan supporter, who freely admits his lack
of energy expertise. Under Edwards,
plans have been made to cut from the de-
partments payroll about 2,500 employees
by the end of 1982, a 14'4 reduction that
could become even more pronounced in
the months ahead.
N or was there much real surprise in
last week's policy statement asserting
that the Government should not have a
role in curbing the import of foreign oil.
One reason is that American consumption
of foreign oil has lately been declining
anyway. helped along by sagging demand
from the weakening economy. and by in-
creasing conservation efforts by business-
es and individuals alike. Figures rclcased
last week by the American Petroleum In-
stitute showed imports dropping nearly
23 during the first half of 1981, to 4.3
million bbl. daily. But the U.S. still inn-
ports more than a third of its total con-
sumption and during 1981 is expected to
spend upwards of S100 billion on import-
cd fuel.
Continued dependence on foreign oil
at anywhere near that level remains an in-
escapable and obvious threat to American
security As long as the U.S. must rely on
often unstable goverrmcnts in the Mid-
dle East for such a large share of its pe-
troleum, the nation will remain vulner-
able to disruptions and shocks aplenty.
Thus, coping with the level of imports will
be Washington's responsibility, whether
the Reagan Administration is enthusias-
tic about it or not. ^
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1
New perks keep we, kers loyal
E vcn for the cash-flush oil induslry, em-
ployees of Mitchell Lnergy & Devel-
opment Co. near Houston enjoy some
unusually lucrative benefits. Mitchell will
finance homes for new workers through
its own mortgage company at subsidized
rates for up to six year's. Lxecutives
marked for promotion Can receive stock
options worth as much as $500,000
without investing a penny of their own
that are fully redeemed by the com-
pany in six years. Some top employees
may also receive shares in a company-
sponsored oil-well-drilling program. In
fact. working at Mitchell has become so
profitable that many employees would
not even consider leaving.
This is precisely the company's goal.
With corporate loyalty as outmoded as
the 3e postage stamp. Mitchell Fnergy
and many other American companies
are examining ways to cut down on joh
hopping. According to Deutsch. Shea &
stay. and this means that we have to (10 ~
OJOb1
something for hint.
In ('alifonnia's booming Silicon Val- Growers
Icy, the center of the computer and ge-
netic-engineering industries. companies
actively raid each other's employment
rolls. Says Art Young, corporate hen-
efits manager of Ilewlett Packard, the
electuronics lirni: ''Lveryone's concerned
about losing people" Ilesslett Packard S
answer is a program that puts 101, or
so of its pretax profits into a long-term
profit-sharing plan that pays out fully to
workers only after they are on the job
for 13 years.
('ores Knapp. 25. left his jot) as an
electrical engineer with ('alifornia's Law-
rence Livermore National Laboratories
for nearby Sandia National Laboratories.
He received it 10'( pay raise, two more
weeks of vacation and some golden hand-
cuffs. Knapp got a 121r loan for a new
car from the company credit union, it
will he canceled if lie leaves the firm.
Only after three years will lie be cli-
gitile to receive gifts of company stock,
or to receive the entire benefits of
Electrical Engineer Corey Knapp bought thic,1981 Mazda, and his new employer is financing it
With jol3 hopping racrlpaul, '..S'. conrpcuries urC (levisil ,' rcc?n, financial tic's Mat hiud.
F vans a New York executive search
firm, most companies expect half of their
new employees to leave within five years.
Booming industries like energy and
computers are among the hardest hit. I
and some oil companies lose 301or
more of their exploration geologists
each year.
Ihe key ingredient of all the new
plans is that they give money to em-
ployees several years in the future and
only if they stay with the company. "These
ties that bind have become known in in-
dustry as "golden handcuffs" While they
have long been common for very lop ex-
ecutives. the programs are now routinely
used for lower-ranking scientists or tech- I
nicians. "We do not think in terms of
locking someone in," says Ed Roches,
Company contributions to a savings
plan.
Despite the best-laid Compensation
plans, some companies can always woo
away competitors' employees with a joh
offer that cannot be refused. ''There is
probably not enough money around to
guarantee that a person won't leave."
says William James. a partner in the Chi-
cago office of Ilewitt Associates. a man-
agement consulting firm. ''A valued ex-
ecutive can likely get his package
matched somewhere else,'- hhomas Wy-
man. 51. left his post as vice chairman
at Pillsbury and sonic complex golden
handcuffs for the ( Its presidency last
Year after the company offered him a
$I million signing bonus. a yearly
bet on a desert bean
f iW e k now it has a great future.' says
Desert Agriculturalist Kennith
Foster of the University of Arizona. "We
just aren't sure exactly what it is."
The object of Foster's uncertainty is
a brown, peanut-size bean called the jo-
joba (pronounced ho-ho-bah). Nearly a
decade ago, researchers found that oil ex-
tracted from the bean like seeds of the jo-
joba bush. which grows wild in the desert
of the Southwestern U.S. and Mexico.
could substitute for dwindling supplies of
sperm whale oil.
The oil of the endangered sperm
whale was used for years in everything
from facial cream to transmission fluid.
In 1973 interstate sale of the oil was
banned in the U.S., but substitutes. in-
cluding certain fish and vegetable oils,
have also been hard to come by.
A group of enterprising ranchers and
husinessmcn is now trying to cash in on
the demand for a replacement by cul-
tivating the lowly jojoha plant. Roughly
12.000 acres have so far been turned to
jojoba cultivation in Arizona. along with
up to 10,000 more in California. The fledg-
ling Jojoha Growers Association of Ar-
izona estimates that potential cultivation
could easily reach hundreds of thousands
of acres.
The spindly jojoba thrives on the arid
conditions of the S~ourhwest. Indians of
the region. including the Pima and Pa-
pago tribes, once used the heart's oily wax
as a hair conditioner to protect against
the drying effects of sun and wind.
inec it takes between four and six
years for newly planted jojoba to
bear seeds in large quantities, no corn-
mercially cultivated jojoha oil has yet
reached the market. But husinessmcrl are
already harvesting and processing the
wild bean, and demand is strong. Chief
buyers are cosmetics manufacturers, in-
cluding Max Factor. Estee Lauder and
Shiseido, a large Japanese firm. They
arc using jojoba oil as an ingredient in
premium shampoos, moisturizers, wn-
screens and conditioners.
With cosmetics demand now far out-
stripping supply, the price of jojoba oil is
soaring. In Mesa, Ariz., Processor Tom
Janca sells 55-gal. barrels of jojoba oil for
$6,900. almost triple last year's price of
$1500 per bbl. Says he: "We're trying to
talk the big companies out of ordering too
much. We just don't have enough seeds."
Most growers believe jojoba's biggest
market will he in industrial applications.
Like sperm oil, the bean oil does not
break down under high pressures and
temperatures, so it is suited for demand-
ing lubrication applications. Pennzoil and
Tenneco are among the companies un-
derwriting research on the use of jojoha
as a machine lubricant
If that demand
.
public affairs director of Data General, ' $750.000. and a promise of three years I picks up, the new business could quickly
a Massachusetts computer manufacturer. ofsalary if ho is lined. ^ I take root.
R Approved For Relea e 2005/07/28 : CIA-RDP92-004558000100170003-4