bluuebunny/crossref_metadata_2025_split huggingface dataset:
The impact of 360‐degree feedback on management skills development
Authors: Hazucha Joy Fisher , Hezlett Sarah A. , Schneider Robert J. 
Published: May 2007

AbstractThis study investigated changes in the skill levels of managers which occurred two years following the managers' participation in 360‐degree feedback. The major objective was to investigate how skill development, development efforts, and environmental support for development are related. The Management Skills Profile (MSP) was used to measure skills and to give feedback. Of the original 198 managers who received feedback, 48 accepted the opportunity to complete the instrument again two years later. At that time, they also completed a questionnaire surveying what development activities they had completed and the extent to which they received support for development from their supervisor and the organization. The first hypothesis was that, for the group, (a) participants' skills would increase following feedback, and (b) self–other agreement would be greater at Time 2 than at Time 1. This was supported. The second hypothesis was that management skills would be related to later advancement. This also was supported. The third hypothesis was that skill development would be related to both development efforts and environmental support, and that some development activities would be more effective than others. Hypothesis four was that those who put more effort into development (a) would have received at Time 1 ratings which were more favorable and more congruent with their self‐ratings, and (b) would have received more environmental support. Hypotheses three and four were only partially supported. The results have implications for what managers can do to develop their skills and how others can support this development. © 1993 by John Wiley & Sons, Inc.
My hammer or your hammer?
Authors: Dunnette Marvin D. 
Published: May 2007

AbstractThis article reviews salient features of the foregoing articles contained in this special issue of Human Resource Management. The 360‐degree feedback movement constitutes an important new technology in the practice of human resource management. To be sure, these papers suggest a hodgepodge of techniques, testimonials, cautions, methodological problems, axes being ground, and a lack of overall cohesion. Even so, the net result is a good snapshot of the current status and hopeful future of this new technology. The net impact of these articles is significant, showing clearly that 360‐degree feedback methodology possesses distinct promise for improved success in both individualized and group programs of personal development in the bureaucratic and organizational settings of the future. © 1993 by John Wiley & Sons, Inc.
Relationships between self‐concepts, aspirations, emotional responses, and intent to leave a downsizing organization
Authors: Mone Mark A. 
Published: May 2007

AbstractThis study examines how individual‐level factors, such as task self‐confidence, self‐esteem, personal goals, job satisfaction, and organizational commitment affect workers' decisions concerning intent to leave the downsizing organization. Results indicate that task self‐confidence and role self‐esteem had positive, largely direct effects on intent to leave, which can be contrasted with the inverse relationship between the self‐concept and intent to leave typically found in non‐downsizing organizations. From this investigation, several implications for managing human resources in the downsizing organization are drawn and discussed in the context of planning for downsizing, implementing downsizing, and managing the downsized organization.
Psychological contracts and change
Authors: Morrison David E. 
Published: May 2007

AbstractThe concept of psychological contracts is not new, but its popularity among managers is relatively recent. As with most interpersonal structures, we don't know we need it until it is gone. The massive amount of organizational change that took place in the 1980s left damaged relationships in its wake. Implementing changes while discounting human needs played havoc with psychological contracts. Organizations lost something they had taken for granted. As leaders realized they didn't just need more efficient processes and technology in order to compete, but also needed motivated people, psychological contracts became an important topic. Unfortunately the concept was often used as just another technique to try to force people to become what their leaders thought they should be. Psychological contracts aren't very useful for that kind of work. They are much better as a tool for understanding the human needs and problems in an organization—including the needs of the change agents and leaders.
Human resource practices as communications and the psychological contract
Authors: Guzzo Richard A. , Noonan Katherine A. 
Published: May 2007

AbstractThis article examines the psychological contract and human resource practices as communications relevant to that contract. We argue that employees, at certain times only, systematically analyze their employers' HR practices for meaning vis‐ri‐vis their psychological contract. Judgments about the adequacy with which their psychological contracts are fulfilled result from such systematic analyses, and these judgments have important effects on employee commitment. Practical implications of our analysis are also discussed.
Linking strategy and human resource practices: How employee and customer contracts are created
Authors: Rousseau Denise M. , Wade‐Benzoni Kimberly A. 
Published: May 2007

AbstractOrganizations implement their business strategies through the human resource (HR) practices they use. These practices are major determinants of employees' psychological contracts. How employees interpret the terms of their employment impacts motivation, innovation, and customer service. This article describes four common types of psychological contracts in US firms and the HR practices that create them. It develops a framework for understanding how each contract shapes employee performance, retention, cooperation with fellow employees and customer responsiveness. It presents recommendations for more effectively managing the link between business strategy and the psychological contract of employees. © 1994 by John Wiley & Sons, Inc.
Announced layoffs: Their effect on corporate financial performance
Authors: De Meuse Kenneth P. , Vanderheiden Paul A. , Bergmann Thomas J. 
Published: May 2007

AbstractConventional wisdom holds that when a firm gets into trouble due to lagging sales and rising costs, cutting the size of the organization to reduce fat and waste is a normal and effective response. In this study, evidence was found to suggest that just the opposite might be true. The financial performance of Fortune 100 companies was tracked over a five‐year period—two years prior to the announced layoff, the year of the layoff announcement, and two years following it. Contrary to expectations, the results indicate that financial performance worsened, rather than improved, following announced layoffs. Strategic and human resource implications for the management of corporate downsizing are provided.
A decade of change: Managers' attachment to their organizations and their jobs
Authors: Stroh Linda K. , Brett Jeanne M. 
Published: May 2007

AbstractIn this study geographically mobile managers in 1978 were compared to mobile managers in 1989 and significant changes were found in career patterns and attachment to the organization and the job. The managers in 1989 were changing jobs and relocating more frequently than were the 1978 managers. They were also less satisfied with their companies. Job involvement and job satisfaction, however, were higher among the 1989 managers than among the 1978 managers. Retrospectively, the 1989 managers thought they were less loyal to their companies than they had been five years previously. Managers' attachment to their organizations may be tied to challenging jobs that provide career development opportunities; those organizations unwilling or unable to provide such jobs may experience higher managerial turnover.
International human resource policies and practices in japanese, european, and united states multinationals
Authors: Kopp Rochelle 
Published: May 2007

AbstractThis article presents the results of a survey comparing international human resource policies and practices in Japanese, European, and United States multinational companies. The survey focused on the use of expatriates over local nationals in overseas management positions, adoption of nonethnocentric policies, and incidence of international human resource management problems. Regression analysis using the entire sample indicated that ethnocentric staffing and policies are associated with higher incidence of international human resource management problems. Also, Japanese companies as a group are shown to have more ethnocentric staffing practices and policies, and they experience more international human resource management problems than do American and European firms.
Communication in a power vacuum: Sense‐making and enactment during crisis‐induced departures
Authors: Theus Kathryn T. 
Published: May 2007

AbstractUnanticipated departures of CEOs place demands upon interim leaders. From the literature a model is derived that illustrates problems of sense‐making, enactment, communication, and organizational learning faced by these leaders and their internal and external stakeholders. A case, which focuses on the sudden resignation of the president of American University for making obscene phone calls to an area day‐care worker, is used to illustrate the model. Comparisons are made in the corporate world with executive transitions at Kodak and American Express. Alternatives are suggested for improvements in communication and interim leadership when traumatic executive departures place severe and unfamiliar pressures on governance structures. © 1995 by John Wiley & Sons, Inc.
Not just understudies: The dynamics of short‐term leadership
Authors: Farquhar Katherine W. 
Published: May 2007

AbstractContrary to the stereotype that the period between CEOs is a hiatus, interim and acting executives serve during an important strategic window. A model is presented to illustrate the dynamics of short‐term leadership, including the precipitating circumstances for the temporary administration, the tasks of short‐term leadership, and the moderating factors seen to affect the selection and success of the next chief executive. Researchers and practitioners are urged to consider more carefully the potential that a well‐managed interregnum has to repair damage from a traumatic departure, buffer between administrations, and prepare the organization to accept and work with new leadership. © 1995 by John Wiley & Sons, Inc.
In search of a kingdom: Determinants of subsequent career outcomes for chief executives who are fired
Authors: Ward Andrew , Sonnenfeld Jeffrey A. , Kimberly John R. 
Published: May 2007

AbstractResearch on forced CEO succession has focused on determinants of exit, impact on the organization, or implications for the incoming CEO. Generally unexamined is what happens to the ousted CEO. Using a sample of 60 forced exits from the Business Week 1000 from 1988 to 1992, this study seeks to identify factors which influence the career outcomes for the ousted CEO. The study found that age matters—older CEOs were less likely to obtain other active executive positions, but were more likely than younger ousted CEOs to enter advisory roles. Further, the reason for the CEO's exit had a significant impact on the likelihood of subsequently assuming either an active or an advisory role. No relationship was found between career outcomes and the following: media coverage, levels of compensation at exit, board memberships. © 1995 by John Wiley & Sons, Inc.
Executives and shareholders: A shift in the relationship
Authors: Cannella Albert A. 
Published: May 2007

AbstractThis article suggests that a shift has developed in the ongoing relationship between executives and shareholders with shareholders gaining more power over executives. The power shift has been driven by institutional investors and hostile takeovers and is visible in changing patterns of succession. More executives are being dismissed for poor performance and are being dismissed more quickly following the onset of poor performance. Two potential negative outcomes are a decreased willingness of executives to undertake risky strategies and a decreased ability of executives to build long‐term, trusting relationships with stakeholders, even when these actions would be beneficial to shareholders. © 1995 by John Wiley & Sons, Inc.
A model and process for redesigning the HRM role, competencies, and work in a major multi‐national corporation
Authors: Kesler Gregory C. 
Published: May 2007

AbstractThis article presents a model and a detailed process for redesigning the human resources (HR) function by contracting with line executives for new roles and by upgrading the competencies of the human resource management staff while reengineering the HR delivery systems. The experience of a large, successful company that developed and implemented the process is described. The article argues that the use of “best practices” contributes less to creating a world‐class human resource management team than to redefining the fundamental partnership role supported by the line organization. Partnering is defined in an operational manner using the HR grid. © 1995 by John Wiley & Sons, Inc.
How strategic is HRM?
Authors: Martell Kathryn , Carroll Stephen J. 
Published: May 2007

AbstractThis study of 115 subsidiaries of Fortune 500 companies indicates that a majority had integrated HRM and strategic planning systems within their organizations. HRM issues were explicitly discussed in strategic plans; HRM executives were involved in the planning process as “strategic partners”; and HRM was generally recognized as playing an important role in implementing business strategies. The degree of integration present was not related to short‐run firm performance, however, time lags may be a factor. Implications of these findings are drawn. © 1995 by John Wiley & Sons, Inc.
Reexamining professional certification in human resource management
Authors: Wiley Carolyn 
Published: May 2007

AbstractThis article explores certification issues in human resource management based on a survey of four well‐known associations. First, it distinguishes certification from accreditation and licensure. Second, it presents information on certification practices, policies, and standards for four major certifying organizations. Third, it discusses the benefits and drawbacks of certification at the individual, company, and professional levels. Lastly, it points up the importance of continued research on certification in the human resource management field. © 1995 by John Wiley & Sons, Inc.
From ideas to action: Creating a learning organization
Authors: Wick Calhoun W. , León Lu Stanton 
Published: May 2007

AbstractDiscussions of learning organizations too often end up intangible and obscure. While organizational learning is easy to recognize, it is often difficult to describe and dissect. Here, emphasizing the pragmatic rather than the abstract, the authors offer a solid strategy for creating a learning organization. Their extensive research suggests that at least five elements are essential for companies to become learning organizations. Together, these elements provide a formula for creating a learning organization. By closely examining each element within that formula, managers can measure and increase the rate of learning within their organizations. © 1995 by John Wiley & Sons, Inc.
Allogeneic retrovirally transduced, IL‐2‐ and IFN‐γ‐secreting cancer cell vaccine in patients with hormone refractory prostate cancer—a phase I clinical trial
Authors: Brill T. H. , Kübler H. R. , Randenborgh H. v. , Fend F. , Pohla H. , Breul J. , Hartung R. , Paul R. , Schendel D. J. , Gansbacher B. 
Published: May 2007

AbstractBackgroundThe purpose of this vaccine study was to determine the safety and feasibility of vaccination with an allogeneic prostate carcinoma cell line, LNCaP, expressing recombinant interleukin‐2 (IL‐2) and interferon‐γ (IFN‐γ) and to evaluate the efficacy of inducing tumor‐specific immune responses in HLA‐A2‐matched patients with hormone refractory prostate cancer (HRPC).MethodsIn a dose‐escalating phase I study, HLA‐A2‐matched HRPC patients received four vaccinations of irradiated allogeneic LNCaP cells retrovirally transduced to secrete IL‐2 and IFN‐γ at study day 1, 15, 29 and 92 and subsequently every 91 days unless tumor progression was evident.ResultsThree patients receiving the first dose level (7.5 million cells) showed no evidence of dose‐limiting toxicity or vaccine‐related adverse events including autoimmunity. One of three patients receiving the second dose level (15 million cells) developed a transient self‐limiting grade 3 local injection site reaction (ulceration) after the eighth vaccination. Vaccine‐induced immune responses against a broad array of prostate tumor associated antigens were detected in all six patients. Two of the three patients receiving the higher dose showed a decline in serum prostate‐specific antigen (PSA) values of more than 50%, with one patient remaining on protocol for 3 years.ConclusionsImmunisation with the allogeneic LNCaP/IL‐2/IFN‐γ vaccine is safe and feasible without any dose‐limiting toxicity or autoimmunity. A 50% PSA decline was achieved in two of the six patients. This encouraging data provides the scientific rationale for further investigation of the vaccine in a phase II trial. Copyright © 2007 John Wiley & Sons, Ltd.
Inflammation‐inducible anti‐TNF gene expression mediated by intra‐articular injection of serotype 5 adeno‐associated virus reduces arthritis
Authors: Khoury M. , Adriaansen J. , Vervoordeldonk M. J. B. M. , Gould D. , Chernajovsky Y. , Bigey P. , Bloquel C. , Scherman D. , Tak P. P. , Jorgensen C. , Apparailly F. 
Published: May 2007

AbstractBackgroundThe tumor necrosis factor (TNF)‐α plays a central role in rheumatoid arthritis (RA) and current biotherapies targeting TNF‐α have a major impact on RA treatment. The long‐term safety concerns associated with the repetitive TNF blockade prompt optimization of therapeutic anti‐TNF approaches. Since we recently demonstrated that intra‐articular gene transfer using a recombinant adeno‐associated virus serotype 5 (rAAV5) efficiently transduces arthritic joints, we evaluate its effect on collagen‐induced arthritis (CIA) when encoding TNF antagonists.MethodsRecombinant AAV5 vectors encoding the human TNFRp55 extracellular domain fused to the Fc region of mice IgG1 (TR1) or a small molecular weight dimeric human TNFRp75 extracellular domain (TR2), under two different promoters, the CMV or a chimeric NF‐κB‐based promoter inducible by inflammation, were injected into mouse CIA joints.ResultsBest protection against arthritis was obtained with the rAAV5 encoding the TR1, as reflected by delayed disease onset, decreased incidence and severity of joint damage. This effect was associated with a transient expression of the anti‐TNF agent when expressed under a NF‐κB‐responsive promoter, only detectable during disease flare, while the antagonist expression was rapidly increased and stable when expressed from a CMV promoter. Importantly, using the intra‐articular administration of the rAAV5‐NF‐κB‐TR1 vector, we observed a striking correlation between local TR1 expression and inflammation.ConclusionsThese findings strongly support the feasibility of improving the safety of anti‐TNF approaches for the treatment of arthritis by local rAAV5‐mediated gene expression under an inflammation‐responsive promoter, able to provide a limited, transient and therapeutically relevant expression of anti‐TNF compounds. Copyright © 2007 John Wiley & Sons, Ltd.
Efficacy and complication of botulinum toxin injection in palatal myoclonus: Experience from a patient
Authors: Pal Pramod Kumar , Lakshmi Ponnathpur Satish , Nirmala Muninarayanappa 
Published: May 2007

AbstractWe report the outcome of botulinum toxin injection for essential palatal myoclonus, given on two occasions over a period of one year, in an eight‐year‐old boy, the youngest patient treated with botulinum toxin to date. Though there was significant relief of ear clicks each time after the injection, he developed severe palatal palsy following the second injection, which persisted for a month. We suggest that appropriate caution needs to be exercised when repeating botulinum toxin injections for palatal myoclonus in children. © 2007 Movement Disorder Society
Determinants of quality of life in Brazilian patients with Parkinson's disease
Authors: Carod‐Artal Francisco Javier , Vargas Antonio Pedro , Martinez‐Martin Pablo 
Published: May 2007

AbstractOur objective was to identify determinants of health‐related quality of life (HRQoL) in a cohort of Brazilian patients with Parkinson's disease (PD). Patients were evaluated by means of the Hoehn and Yahr staging (H&Y), Unified Parkinson's Disease Rating Scale (UPDRS), Schwab and England scale (S&E), Mini‐Mental State Exam, Geriatric Depression Scale, and Hospital Anxiety and Depression Scale (HADS). HRQol was assessed using the MOS‐Short‐Form 36 (SF‐36), the Parkinson's disease Questionnaire (PDQ‐39), and the Scales for Outcomes in Parkinson's Disease‐Psychosocial Questionnaire (SCOPA‐PS). 144 patients were evaluated (mean age 62 years; 53.5% men; mean duration of illness 6.6 years; median H&Y, 2 (range: 1–4). Mean SCOPA‐PS and PDQ‐39 Summary Index (SI) were 39.2 and 40.7, respectively. Both, PDQ‐39 and SCOPA‐PS SIs correlated at a moderate level (r = 0.30–0.50) with H&Y, S&E, total UPDRS, HADS subscales, and SF‐36 Physical and Mental Components. PDQ‐39 and SCOPA‐PS were closely associated (r = 0.73). HRQoL significantly deteriorated as H&Y progressed, as a whole. Mood disturbances, disability, motor complications, and education were independent predictors of HRQoL in the multivariate analysis model. In PD Brazilian patients, HRQoL correlated significantly with diverse measures of severity. Depression showed to be the most consistent determinant of HRQoL, followed by disability, motor complications, and education years. There was a close association between the PDQ‐39 and SCOPA‐PS summary scores. © 2007 Movement Disorder Society