bluuebunny/crossref_metadata_2025_split huggingface dataset:
What we know about upward appraisals of management: Facilitating the future use of UPAs
Authors: Hall James L. , Leiaecker Joel K. , DiMarco Christopher 
Published: July 2007

AbstractA comprehensive review of the literature on upward performance appraisals (UPAs) reveals that UPAs are a seldom‐used management tool; however, compared to traditional top‐down appraisals, the developmental focus of UPAs may be a better fit with such emerging concepts as continuous improvement. Organizational use of this tool can be facilitated by an understanding of the major reasons given for and against the use of UPAs and by twelve key recommendations for effectively implementing UPAs. Three major formats (and several variations of each) can be used by organizations. This article identifies each format, its advantages and disadvantages, and when it should be used.
New employee development: A review and reconceptualization
Authors: Holton Elwood F. 
Published: July 2007

AbstractThe purpose of this article is to reconceptualize new employee development by. proposing a comprehensive taxonomy of the learning tasks that a new employee must complete (and that organizations should facilitate) to achieve desired levels of performance. For more effective development, the systems approach developed here integrates socialization learning with task learning in three categories of interventions. The socialization research most relevant to HRD and serving as a basis for part of the taxonomy is reviewed in depth. The taxonomy should enable HRD professionals to diagnose new employee adaptation and socialization problems, design interventions to facilitate more effective new employee development, and evaluate intervention outcomes. Implications for HRD practice and research are discussed, focusing on the design of new interventions to facilitate comprehensive development.
A study of the career development and aspirations of women in middle management
Authors: Wentling Rose Mary 
Published: July 2007

AbstractThis article reports the results of a study on the career development and aspirations of women in middle management positions in business firms. The major research method was individual case studies, which relied on face‐to‐face interviews with a sample of thirty women in middle management positions in fifteen Fortune 500 companies. The studies revealed the factors most pertinent to their success and the barriers that have most frequently hindered their career development or progression. The studies also disclosed that the majority aspire ultimately to attain top management positions and believe it is either very realistic or somewhat realistic that they will succeed, initiatives that HRD professionals and corporate leaders can take to maximize the human resource of women managers are also suggested.
The use of critical incidents to foster reflection and learning in HRD
Authors: Preskill Hallie 
Published: July 2007

AbstractIn my role as a human resource development (HRD) faculty member, I often feel that students perceive my teaching of instructional systems design and program evaluation much like a play within a play. In other words, as 1 teach about teaching others, my students silently critique and sometimes assimilate what I do. For this reason, I have become keenly sensitive to the importance of modeling effective teaching and learning practices in the classroom. In a continuous effort to find ways to enhance my teaching and my students' critical reflection and learning, I decided to undertake a research study to examine the ways in which critical incidents affect learning experiences (Brookfield, 1995). The critical incident method asks students to respond to a set of evaluative questions each week of the course. The instructor then reads and summarizes the responses and returns the summaries to the students during the following class period. At that time they are discussed and possible changes in the course are negotiated.
Self‐directed learning readiness and occupational categories
Authors: Durr Richard , Guglielmino Lucy M. , Guglielmino Paul J. 
Published: July 2007

AbstractThis study examines the relationship between readiness for self‐directed learning as measured by the Self‐Directed learning Readiness Scale (SDLRS) and occupational categories at a large manufacturing firm. The sample consisted of 607 respondents who included managers and nonmanagers. Nine occupational categories were examined. ANOVA tests resulted in statistically significant differences among the mean SDLRS scores below the .001 level The highest mean scores were in the sales area. Managers scored significantly higher than nonmanagers at the .005 level.
Values as a vital supplement to the use of financial analysis in HRD
Authors: Parsons Jennifer Gail 
Published: July 2007

AbstractThe use of financial costs and benefits to analyze human resource development (HRD) proghrams has become common practice. Because financial analysis tools have been used extensively in evaluating HRD programs, the effects of these tools should be examined. Like other instruments, financial analysis tools can produce benefits, but they also have limitations. This article describes the benefits and problems that stem from using HRD financial analysis tools and examines the need to use values as a supplement to fiancial analysis.
Focusing the international personnel performance appraisal process
Authors: Harvey Michael 
Published: July 2007

AbstractPerformance appraisal for managers assigned to overseas Positions is an extremely difficult task. The diversity of environments, differences in cultural backgrounds of managers, the geographic separation of raters and managers, and a host of technical measurement issues need to be addressed in an international appraisal Process. This article develops an evaluation Process for home, host, and third country nationals working in a variety of international envitronments.
International HRD: What we know and don't know
Authors: Peterson Lori A. 
Published: July 2007

AbstractInternational considerations are increasingly important variables in business practices today. How is the field of human resource development (HRD) keeping pace with the knowledge needed to manage and develop human resources in an international context? What have we learned since Hansen and Brooks's 1994 review of the literature in this area?This article analyzes the status of the international HRD knowledge and research base. It sets out definitions of HRD and international HRD; presents a theoretical frame, which describes the theory used to analyze the review and its findings; examines findings from HRD‐specific and ‐related cross‐cultural and organizational research to identify the status of what is known; and identifies areas for further research.
Single‐site, results‐level evaluation of quality awareness training
Authors: Murray Brian , Raffaele Gary C. 
Published: July 2007

AbstractA Crosby quality‐training intervention was studied in a single facility to evaluate its long‐term effects in terms of both quality level and dollar utility. Using an interrupted time‐series design pooling six twelve‐year series, this study found that the training demonstrates a positive effect size for the quality level of the goods produced in a vitreous china plant and has a positive dollar utility. The study also revealed an important contextual factor—production process—in the evaluation of the effect size of a quality‐training intervention. In addition, the analysis method—a fixed effects model—was shown to be useful for studying training interventions in single facilities where there are multiple product lines.
Training delivery problems and solutions: Identification of novice trainer problems and expert trainer solutions
Authors: Swanson Richard A. , Falkman Sandra K. 
Published: July 2007

AbstractThe authors surveyed 371 personnel trainers, asking them to recall training delivery problems or difficulties they had experienced as novices. The analysis of their 1,098 responses led us to conclude that novice trainers faced twelve common training delivery problems. Twenty expert trainers were subsequently surveyed and asked to report their successful strategies for dealing with each of the problems. The analysis of their responses concludes with expert advice on how to deal with the twelve common training delivery problems.
A test of vision training and potential antecedents to leaders' visioning ability
Authors: Thoms Peg , Greenberger David B. 
Published: July 2007

AbstractVarious individuals have argued that creating an organizational vision, which is frequently defined as an image of the future, is an important part of strategy development. Many training programs attempt to teach leaders to create an organizational vision, but there is no empirical evidence that this type of training is effective. Managers participated in a vision training program and completed measures of future time perspective, positivism, and visioning ability. Results indicated that visioning ability increased after a vision training program. In addition, results indicated that future time perspective and positivism correlated with the participants' visioning ability, suggesting that some leaders may naturally be better able than others to create an organizational vision. These results have practical implications for leadership training professionals.
Learning for organizational effectiveness: Philosophy of education and human resource development
Authors: Barrie John , Wayne Pace R. 
Published: July 2007

AbstractThis article explores some of the relationships between two fields of discourse—philosophy of education and human resource development. From the first field, the concepts of education and training are analyzed within a broad liberal education paradigm. The article argues that there is some common conceptual ground between the two concepts but also that significant differences between the two means that they cannot be seen as coterminous or equivalent. In light of this discussion, the article then draws some parallels with the performance and learning paradigms in human resource development (HRD), arguing that the learning paradigm is conceptually richer and more comprehensive than the performance paradigm.
The new venture growth: Functional differentiation and the need for human resource development interventions
Authors: Ardichvili Alexander , Harmon Brian , Cardozo Richard N. , Reynolds Paul D. , Williams Mary L 
Published: July 2007

AbstractKnowledge of the timing and sequence of start‐up teams' delegation of business functions in growing entrepreneurial ventures has significant implications for understanding those ventures' need for human resource development (HRD) interventions at different stages of their development. As a first step in exploring the evolution of functional differentiation in growing ventures, we analyze the extent to which 539 new businesses delegate a number of business functions. The start‐up teams retain the marketing and marketing‐related functions (marketing, sales, advertising, pricing and bidding, and new product development) in the majority of all firms with less than $10 million in sales. This group of functions ranks second only to general planning as a function retained. Three major size groups of emerging small businesses with distinctly different levels of functional delegation have been identified. There was no difference in the patterns of delegation of functions between manufacturing and service firms.
A human resource rightsizing model for the twenty‐first century
Authors: Morrall Abraham 
Published: July 2007

AbstractOrganizations must take steps to rightsize effectively. Downsizing and restructuring continue to occur, but organizations depend on their people to make them successful. This article proposes a twelve‐step model to help organizations consider the human resource component during rightsizing.Rightsizing is defined as a proactive approach to downsizing and restructuring organizations on a continuous basis. Kozlowski (1991) states that when a decision to downsize is followed by proactive planning, the organization is more likely to achieve its goal. According to Solomon (1992), employees are loyal to organizations when they have employment security. Thus, the model seeks to support both the organization's needs and the individual's employment goals.
Human resource development in the united kingdom
Authors: Lee Monica , Stead Valerie 
Published: July 2007

AbstractThis paper presents a view of HRD in the United Kingdom. It is a view that we are naturally partial to, that we are biased toward, so it serves our purposes. It is also a view that does not claim to be the whole truth, or even any part of the truth. It is a partial account recited by two people. If we can persuade others to believe it, then we might start to create a truth; together we might say, “This is what happened … this is why it happened … and this is what it means.” If enough people become partial to a view then we write history and our view becomes the truth. We suggest that our current view of HRD and our anticipation of its future profile is a function of our partiality.
Human resource orientation and corporate performance
Authors: Lam Long W. , White Louis P. 
Published: July 2007

AbstractHRD has been seen as an issue that is critical for U.S. corporations so that they can remain competitive. Yet little has been known about the strategic role of HRD and how it may influence corporate performance. In this study, we have argued that HRD plays an immensely strategic role when combined with effective recruitment and compensation policies. These three activities together contribute to the company's human resource (HR) orientation and create sustainable competitive advantages for organizations. Data from fourteen manufacturing industries supported the proposition that companies with a strong HR orientation performed significantly better than firms with a weaker HR orientation. Suggestions were offered with respect to the strategic and developmental role of HR management.
Self‐directed learning and the learning organization: Examining the connection between the individual and the learning environment
Authors: Confessore Sharon J. , Kops William J. 
Published: July 2007

AbstractThis chapter articulates the connection between self‐directed learning (SDL) and the learning organization. Although there is much literature on developing learning organizations and there has been some work addressing SDL in the workplace, there is a paucity of work analyzing the connection between self‐directed learners and their place in a learning organization. An analysis of the literature on both learning organizations and SDL, however, identifies learning environments that are strikingly similar. This chapter explicates these relationships and proposes some recommendations for practice and for future research.
Strategies in organizing work‐related learning projects
Authors: Poell Rob F. , Van der Krogt Ferd J. , Wildemeersch Danny 
Published: July 2007

AbstractThis study demonstrates that employees, managers, and HRD staff use different strategies to organize work‐related learning networks. Actor strategies in sixteen cases were studied, involving ninety‐six participants in six organizations. Using ideal types for comparative purposes, actor strategies were analyzed both qualitatively and quantitatively to establish in what configurations they occurred. Three strategy configurations were found: Extended Training, Directed Reflection, and Reflective Innovation. For the most part, different actors used different strategies. Strategy configurations were partly related to work types. It is concluded that a network perspective on work‐related learning is useful to describe and explain important elements of HRD practice. Actors can use the strategy models developed to frame and negotiate their own learning policies and practices.
Equally qualified but unequally perceived: Openness to perceived dissimilarity as a predictor of race and sex discrimination in performance judgments
Authors: Härtel Charmine E. J. , Douthitt Shane S. , Härtel Günter , Douthitt Sarah Yarbrough 
Published: July 2007

AbstractA measure of individual dissimilarity openness, defined as openness toward individual differences, was developed and assessed as a predictor of rating bias toward minorities. Participants' openness to dissimilarity was assessed with the Ideal Employee Inventory (IEI), and two weeks later participants evaluated one of two job candidates based on information provided by an identical vitae and audiotaped sample lecture. The candidate was implied to be female Native American in the treatment group, but male Caucasian in the control group. It was hypothesized that the perceived minority candidate would be rated lower despite identical performance and vita, and that dissimilarity‐closed individuals, as indicated by high IEI scores, would be predictive of lower ratings of the minority candidate but not of the control candidate. Propositions regarding HRD practice, measurement, and research are presented.
Salespersons and sales managers: A descriptive study of topics and perceptions of retail sales performance appraisals
Authors: Taylor Albert J. , Pettijohn Linda S. , Pettijohn Charles E. 
Published: July 2007

AbstractFor many retailers, the performance of their sales force can have significant implications, which are largely derived from the fact that a retailer's sales force represents both a source of revenue and a significant expense. Based on these facts, it would seem that retail sales managers would want to manage performance as effectively as possible. The research reported in this article examines one aspect of performance management—the performance appraisal. Performance appraisal topics and perceptions were evaluated from the vantage points of both retail sales personnel and their managers. The results indicate that salespeople have strong perceptions regarding the criteria used in their appraisal—perceptions indicating that salespeople are predisposed to favor evaluative criteria that are more qualitative in nature and perhaps more amenable to self‐control. The results also indicate that sales‐person perceptions differ from manager perceptions with regard to the importance of the alternative criteria used. These differences indicate that salespeople believe that the criteria used are more important in the evaluative process than do their managers. The findings also show that managers perceive that they evaluate their sales personnel more frequently and more specifically than do the salespeople evaluated. These findings provide the basis for conclusions and implications for sales practitioners and academicians.
Learning and performance: Just the end of the Beginning—A rejoinder to kuchinke
Authors: Barrie John A. , Pace R. Wayne 
Published: July 2007

AbstractPeter Kuchinke's (1998) response to our description of the state of the debate regarding learning and performance is not likely to be the final word on this subject, although his calm, interesting, thoughtful, and stimulating comments may lead to a constructive dialogue; at least we hope so. Nevertheless, Kuchinke's analysis of organizations and their primary goals seems to express considerable naiveté regarding many things that actually occur in the workplace. He blandly asserts that “organizations are structured internally in such a way as to reach their goals and fulfill their functions most effectively,” and that “some U.S. organizations have undergone a painful process of restructuring for improved effectiveness” (p. 379). On the surface, this seems like an innocuous observation that might lead logically to the conclusion that HRD interventions are valued to the extent that they contribute to the overarching purpose of the company—to make a profit.
How multiple interventions influenced employee turnover: A case study
Authors: Hatcher Timothy 
Published: July 2007

AbstractMany studies offer insights into the relationship between employee turnover and organizational commitment and job satisfaction. Such variables predict turnover, but they do not offer possible solutions to the problem of excessive turnover. The study reported in this article addressed employee turnover in a textile plant as a multifaceted performance issue, identified various causes of turnover through a performance analysis, and analyzed the results of implementation of multiple interventions that were designed to alleviate high turnover among trainees.
MD&A trends in standard & poor's top 100 companies
Authors: Cole Cathy 
Published: July 2007

AbstractThis article includes the results of a survey of trends in Management's Discussion and Analysis of the top 100 Standard & Poor's companies. Items surveyed included format, length, cross references, segments, year‐by‐year comparisons, price / volume analysis, unusual items, environmental matters, inflation, forward‐looking information, cash flows, and liquidity and financial condition disclosures. Selections of forward‐looking information for certain industry groups are included for illustrative purposes.
Accounting for divestitures
Authors: Fitzsimons Adrian P. , Levine Marc H. 
Published: July 2007

AbstractIn recent years, there have been extensive sales of business segments. This has been due to many factors, including the desire of parent companies to divest themselves of parts of businesses that they took over as a means of reducing some of the debt that was incurred in the purchase, the segment's unprofitability, the need for funds from the segment's sale, and other causes. This article discusses and analyzes the accounting and disclosure considerations that an accountant must be aware of in the area of divestitures. Also examined are divestitures qualifying and not qualifying as a disposal of a segment, recent decisions of the Emerging Issues Task Force, and SEC considerations dealing with these and related topics.
How to allocate state income taxes between U.S.‐ and foreign‐source income
Authors: Kozub Robert M. 
Published: July 2007

AbstractDue to the reductions in federal income tax rates, many corporations find themselves with excess foreign tax credits. In order to use the foreign tax credits, corporations attempt to maximize foreign‐source income and to minimize expenses allocated to foreign‐source income. Allocation of expenses between U.S.‐ and foreign‐source income is governed by Treas. Reg. Sections 1.861‐;8 and 1.861.8T. The allocation methods for state income tax expense are complex. Each method results in a different amount of state income taxes being allocated to foreign‐source income. This article discusses the intricacies of three allocation methods, which should be considered when selecting a method.
What is the proper tax accounting treatment for noninventory taxpayers performing manufacturing and production services?
Authors: Solomon Michael F. 
Published: July 2007

AbstractNotice 89‐15 requires a taxpayer performing services to capitalize its costs under Internal Revenue Code Section 263A. This position is flawed. Section 263A is inapplicable to taxpayers providing manufacturing or production services under contracts that provide that the customer has title to the property as it is being produced. There was no requirement that such a taxpayer capitalize or otherwise defer the costs incurred in providing such services prior to the enactment of Section 263A, and Section 263A did not create such a requirement.