bluuebunny/crossref_metadata_2025_split huggingface dataset:
Organizational training and signals of importance: Linking pretraining perceptions to intentions to transfer
Authors: Baldwin Timothy T. , Magjuka Richard J. 
Published: July 2007

AbstractThe organizational literature has suggested that all management actions send signals to employees that affect perceptions and influence behavior. This study investigated the effects of three pretraining signals—course information provided to trainees, accountability to supervisor, and program status (mandatory or voluntary)—on subsequent intentions to transfer program learning. Data collected from 193 trainees in the engineering group of a manufacturing firm indicated that trainees reported greater intentions to transfer learning to the workplace when they (1) received information prior to the training program, (2) recognized that they would have some accountability for learning with their supervisor, and (3) perceived a program as mandatory.
Training practitioner perceptions of the research agenda needed to improve training
Authors: Camp Richaurd R. , Hoyer Denise Tanguay , Laetz Virginia B. , Vidhaber Mary E. 
Published: July 2007

AbstractThis study explored the gap between training research and practice. It addressed this question by obtaining training practitioner perceptions of the value of training research in specific areas and the ways in which training research is used in organizations. The data revealed that trainers want to know how to improve “external relations” of the training function and that they have a variety of questions they feel are not being addressed in the current research literature. The research implications of these practitioner perceptions are discussed.
The evaluation of a multiyear management development program in a third world setting
Authors: Myrtle Robert C. 
Published: July 2007

AbstractThis is an evaluation of a management development project designed to improve the technical and analytical skills of public health administrators in Jordan. The study suggests that action research and learning methods can be used to improve the knowledge and performance of senior managers. The methods also proved useful in uncovering administrative, structural, and interpersonal factors that had the potential to limit the capacity‐building process. In the design of third world management development programs, careful attention should be given to organizational, environmental, and technical factors that influence how well the methods meet the developmental needs of the participants. Although this research did not uncover any cultural conditions limiting the use of an action‐based training and development approach, the participants in this sample were not broadly representative of the population.
Relocation trauma: Fact or fiction?
Authors: McEnery Jean M. , Kulick Neal P. 
Published: July 2007

AbstractThe relocation attitudes and experiences of 420 mid‐ and upper‐level Ameritech managers were examined using data on such variables as financial consequences, effects on family, and marital status. Managers were also asked to recommend specific elements of a relocation program. As a result of these actions, Ameritech adopted several enhancements to the relocation plan, significantly increasing support for the spouse and elder care assistance in order to provide more overall support and increased flexibility for relocating managers.
Response to Manz and Manz's article on self‐directed learning (HRDQ 2:1): So how would it work?
Authors: Knowles Malcolm S. 
Published: July 2007

AbstractAs I read the Manzes' (1991b) basic article, Campbell's (1991) response to it, and the Manzes' (1991a) reaction to that, the question that kept haunting my mind was “What would it be like to live in an organization that put these ideas into operation?” So I started daydreaming, and 1 would like to share my fantasy with you.
Job demands and managerial learning in the research and development function
Authors: Pearson Alan W. , McCauley Cynthia D. 
Published: July 2007

AbstractAn increased focus on innovation as a means for gaming competitive advantage has forced organizations to look more closely at the managerial skills of their research and development (R&D) managers. The current study uses the Job Challenge Profile to explore how managerial skills are developed on the job by R&D managers. Compared to other managers, research and development managers faced more job challenge from lack of top management support and from problematic relationships with their bosses and subordinates. However, they reported learning less from their jobs. Implications for developing managerial skills in the R&D function are discussed.
Invited reaction: Thoughts about on‐the‐job training and on‐the‐job learning
Authors: Rothwell William J. 
Published: July 2007

AbstractIt is important to get away from the prevailing notion that off‐the‐job training is always more efficient and effective than on‐the‐job training (OJT). Jan de Jong has done an admirable job of drawing attention to this important issue. I would like to provide support for several of de Jong's key points and raise issues with others. My aim is to enlarge the discussion beyond issues in de Jong's article and to frame questions that I—as a practitioner who has long grappled firsthand with this subject—feel are central to the continuing evolution of OJT and on‐the‐job learning (OJL) in the workplace.
Developing and validating the performance analysis for training model
Authors: Sleezer Catherine M. 
Published: July 2007

AbstractThis article challenges the use of intuitive approaches for determining an organization's training needs. It establishes the need for a research‐based approach to the development and validation of a training needs assessment model and then demonstrates the feasibility of using such an approach by describing the process used to develop and test the Performance Analysis for Training (PAT) Model. The process of developing and testing the PAT model resulted in (1) research in the area of assessing training needs, (2) a model to assist practitioners in moving from theory to practice, and (3) a model that is based on explicit assumptions and that fits the realities of the dynamic organizations in which needs analysts work.
Leadership lessons from Mikhail Gorbachev
Authors: Bolman Lee G. , Deal Terrence E. 
Published: July 2007

AbstractThe experience of Mikhail Gorbachev provides important lessons for leaders in the 1990s. Leadership is a process of mutual influence that produces collective action in the service of shared or compatible goals and values, usually in a context of conflict and uncertainty. The job of the leader is not to control the tides but to know where they are going and to move with them. Leaders need to combine core values with elastic strategies; expect conflict, encourage its expression, and create arenas to confront it openly; and recognize the paradox of success: the more you succeed, the more you will be surprised and the likelier it is that events will outrun you. Leaders need the patience to recognize that change will take much longer than they hope and that things usually get worse before they get better. They need to be able to think complexly and to use multiple perspectives.
A comparison of men and women managers' and nonmanagers' perceptions of success
Authors: Parker Barbara , Chusmir Leonard H. 
Published: July 2007

AbstractThis study examined the importance attached to six dimensions of life success by 756 U.S. managerial and nonmanagerial women and men. Among managers, women attached more importance than did men to personal fulfillment and security. Among nonmanagers, women scored higher than men on the importance of family relationships and personal fulfillment, but lower than men in status/wealth. A comparison of managers and nonmanagers showed differences in only two life success dimensions: status/wealth and professional fulfillment were more important to managerial than to nonmanagerial women. Men respondents at both levels reported no significant differences. Implications are directed to those responsible for organizational reward systems.
Managing the total quality of training
Authors: Brinkerhoff Robert O. , Gill Stephen J. 
Published: July 2007

AbstractThe total quality management framework provides an easily legitimized and popularly supported vehicle for achieving goals that training leaders have long pursued—with only moderate success—under the banners of systematic instructional design, performance‐based training, and evaluation of training. Because total quality management efforts are based on systems thinking, training quality improvement efforts readily clarify the critical role of “nontraining” processes (supervision, for example) in the production of training‐added value. The total training quality management approach prescribes a systems view of training that partitions the value‐adding process into three areas: processes that take place (1) before the learning transaction, (2) during the learning transaction, and (3) after the learning transaction. Critical value‐adding events in the before‐, during‐, and after‐training processes are first defined, then measured and tracked, so that nonconforming variations can be detected that will lead first to problem solving, then to continued improvement.
Training directors' perceptions about the successful implementation of supervisory training
Authors: Taylor Paul 
Published: July 2007

AbstractTraining directors' perceptions of how interpersonal supervisory skills training is implemented in their organizations, and the relationships between perceptions about implementation characteristics and measures of program success were investigated. Program success was assessed using reports of supervisors' reactions to the training, learning, and subsequent skill utilization. Findings indicated that supervisory training is reported to vary greatly in virtually all implementation characteristics studied. Explanations are offered for the lack of salience of implementation characteristics previously thought to be critical to training success, such as conducting task‐oriented needs analyses and interviews with supervisors before training.
Agreement between young subordinates and managers about social and personal practices in the workplace
Authors: Markward Martha J. 
Published: July 2007

AbstractResearch is lacking that identifies the normative perspectives of collaborations between subordinates and superiors in work environments typified by youth employment. In this study, managers and high school students were asked to rate the importance of both personal and social competence in practices involving subordinates without reference to specific work‐system expertise. The two groups agreed that social competence is more important than personal competence. That normative perspective suggests that managers might stress social competence in their practices with subordinates in businesses characterized by youth employment. Such a conclusion has practice and research implications for human resource specialists interested in developing and managing a competent work force.
Effects of optimistic versus realistic previews of training programs on self‐reported transfer of training
Authors: Karl Katherine A. , Ungsrithong Duangkaew 
Published: July 2007

AbstractThe purpose of this study was to examine the impact of realistic versus optimistic previews of training programs on training transfer. Hicks and Klimoski (1987) suggested that a realistic training preview should increase trainee motivation by clarifying expectations and by matching training programs to individual needs. In contrast, this study predicted that an informative and optimistic training preview would not only help trainees see the relevance of the training program to their own jobs but also increase outcome expectations, self‐efficacy, motivation, learning, and transfer. When quantity of information was held constant across training preview conditions, the optimistic training preview had a more positive impact on outcome expectations, motivation, learning, reactions to training, and transfer than the realistic training preview.
Strategic management of emerging human resource issues
Authors: Peery Newman S. , Salem Mahmoud 
Published: July 2007

AbstractAn analytical framework for practitioners and researchers to use in managing emerging human resource issues is presented. It integrates strategic human resource development activities with the external competitive, public issue environment and the internal needs of organizations. Over two thousand articles were reviewed and grouped to determine the emerging categories of human resource issues demanding attention. Strategic issues management includes issues identification, issue analysis, strategic formulation, and strategy implementation. The HRD professional can use the issue life cycle model as a conceptual framework for strategic issues management to improve HRD effectiveness in the coming years. The framework suggests a need for close cooperation between traditionally externally oriented departments, like public affairs, and the human resources department.
Impact on financial productivity: A study of training effects on consulting services
Authors: McLinden Daniel J. , Davis Marsha J. , Sheriff Dennis E. 
Published: July 2007

AbstractAn evaluation study was conducted to assess the return on investment of training. Investment consisted of the development and delivery costs associated with increasing the competence of consultants in a tax specialty area. A three‐phase study was implemented to (1) determine pretraining trends, (2) evaluate the training event, and (3) follow the activities of students after training. While data were obtained from multiple sources throughout the study, key information in determining financial impact was obtained from accounting data bases. Return was defined as the amount of time required for the training to result in a payback equal to the original investment. After the revenues that could be attributed to training were determined, results indicated that the training had a substantive positive financial impact. The findings are discussed from the standpoint of the appropriate theoretical paradigm for this type of evaluation. Specifically, the authors point to the need to avoid issues of cause and effect and to utilize an evidentiary paradigm in drawing conclusions.
The relationship between organizational transfer climate and positive transfer of training
Authors: Rouiller Janice Z. , Goldstein Irwin L. 
Published: July 2007

AbstractThis study describes the development and investigation of the concept of organizational transfer climate and discusses whether it influences the degree to which trainees transfer behaviors learned in a training program to their job situations. The study was conducted in a large franchise that owns and operates over one hundred fast‐food restaurants in a large metropolitan area. Analyses indicated that when manager trainees were assigned to units that had a more positive organizational transfer climate, they were rated as better performers of the behaviors previously learned in training. As was predicted, it was also found that manager trainees who learned more in training performed better on the job. It was concluded that, in addition to how much trainees learn in training, the organizational transfer climate of the work situation affects the degree to which learned behavior will be transferred onto the actual job. This research suggests that organizational transfer climate is a tool that should be investigated as a potential facilitator for enhancing positive transfer of training into the work environment.
Preparing the host country workforce for expatriate managers: The neglected other side of the coin
Authors: Vance Charles M. , Ring Peter Smith 
Published: July 2007

AbstractThis paper extends the focus of past research on expatriate assignment to include the training and preparation of the host country workforce (HCW) to reduce uncertainties associated with the overall expatriate management assignment, and therefore to enhance the productivity of the expatriate operation. A conceptual basis is provided for including the training of the HCW in the total picture of preparation for the expatriate work assignment. Preliminary ideas and issues are considered for the design and implementation of HCW training based upon an instructional systems design approach, and important considerations for further research are examined.
A classification and description of human resource development scholars
Authors: Wimbiscus James J. 
Published: July 2007

AbstractScholars from various disciplines have contributed volumes of research aimed at improving the performance of individuals, processes, and organizations. With so many disciplines represented, human resource development (HRD) lacks a unifying model that practitioners and scholars may use to integrate and understand HRD issues. The Rummler and Brache nine‐cell performance variables matrix (1990) is used as a template to identify, classify, and describe major HRD scholars. In addition, a summary of the contributions made by the selected scholars is presented. In total, the comprehensive HRD model offers scholars and practitioners a synthesis and integration of the work of scholars from the disciplines that support HRD.
College graduates' experiences and attitudes during organizational entry
Authors: Holton Elwood F. 
Published: July 2007

AbstractMuch of the emphasis in HRD on new‐employee development has been on task‐related training or orientation programs. Little attention has been focused on integrating socialization research and interventions. The first step in integrating the two perspectives is obtaining a clearer description of what is occurring in the field. This descriptive study is designed to understand more fully how new college graduates experience organizational entry. A comprehensive survey instrument was sent to 2,214 bachelor's degree graduates one year after graduation, with a response rate of 38.2 percent. The sample was reduced to 378 graduates working in for‐profit organizations and not in temporary employment. Twenty‐four socialization scales were derived using exploratory factor analysis; descriptive statistics are reported for each scale and seven other established scales. Data are reported on the graduates' preemployment attitudes, organizational entry experiences, perceptions of their jobs, organizational understanding, new‐employee attitudes, expectations, and adaptation strategies. Results indicate wide variability in socialization experiences and adaptation success and the need for HRD interventions. Implications for HRD research are discussed.
Managerial behaviors and work group climate as predictors of employee outcomes
Authors: Church Allan H. 
Published: July 2007

AbstractEmployee satisfaction and quality of worklife continue to be significant concerns for HRD and organizational change efforts in contemporary organizations. One area that can have a major impact on people's attitudes in the workplace and yet is highly susceptible to intervention is individual behavior. Behaviors exhibited by leaders, managers, and work group members all have an effect on employees' attitudes and perceptions about their work and their organization. This article attempts to extend existing research by presenting an analysis of the predictive relationships of various aspects of managerial behavior and work group climate on employee outcomes—on feelings of satisfaction, contribution, and team spirit. Results are based on 1, 428 survey responses collected during an organizational change effort in the marketing and sales division of an international pharmaceuticals company. Overall, different types of behaviors for senior managers, immediate supervisors, and work group members were found to be significantly related to employee attitudes and perceptions. Results are discussed in terms of implications for the management of marketing‐ and sales‐based organizations. Limitations and suggestions for future research are also addressed.
Measuring mental models: Choosing the right tools for the job
Authors: Rowe Anna L. , Cooke Nancy J. 
Published: July 2007

AbstractWith the evolving nature of high‐technology workplaces, personnel are continually confronted with new, complex systems. Possession of accurate mental representations or “mental models” of these systems should enhance workers' understanding and use of the equipment. Incorporating mental model assessment, diagnosis, and instruction into training requires the selection of an appropriate measure of mental model knowledge. Because there is no agreed‐upon measure of this knowledge, selection can be difficult. This study evaluated four mental model measures, with performance as the criterion. Three of the evaluated techniques were predictive of performance; two of these were independently predictive. Determining the relationship between a knowledge representation and performance can offer valuable information for designing and evaluating a training intervention.
The role of human resource development in successful small to mid‐sized manufacturing businesses: A comparative case study
Authors: Rowden Robert W. 
Published: July 2007

AbstractAlthough a great deal of attention is being given to human resource development in the Fortune 500 companies, little is known about the extent and function of HRD in small to mid‐sized firms. This article delineates the role of human resource development in three successful manufacturing firms with fewer than two hundred employees.The research was based on a qualitative comparative case study. Three successful small to mid‐sized manufacturing companies were selected. The within‐case analysis revealed that each conducts a considerable amount of HRD, both formal and informal. The cross‐case analysis revealed that HRD supports the unique market niche of the company through knowledge, skill, and attitude development; integrates employees into the company's work practices; and enhances the quality of work life.Two conclusions were drawn from the findings. First, small to mid‐sized manufacturing companies do engage in both formal and informal HRD activities. Second, these HRD activities have a direct effect on the success of these businesses.
Latin America: A case for debt relief and foreign aid?
Authors: Li Carmen A. 
Published: July 2007

AbstractThe debt controversy seems now to be focused on which countries should be eligible for debt relief, and if foreign aid should be used in debt relief agreements with commercial banks. We participate in the debate by examining the situation in Latin America. Although debt relief is a crucial ingredient for restoration of growth, our empirical estimation shows that few countries were suffering from debt overhang in 1988. However, we could not envisage a justification for using foreign aid in debt relief negotiations. We argue that commercial banks should accept the loss at the market discount and foreign aid could instead help to support stabilization and economic reform programmes which are preconditions for growth.
Export diversification strategies and community welfare
Authors: Love J. 
Published: July 2007

AbstractAttempts to diversify the commodity composition of developing countries' exports are a familiar response to the problem of export instability. Important arguments have tended to be discussed, however, in relative isolation. This paper combines arguments about instability and comparative advantage with basic welfare analytics to examine whether diversification generates ‘desirable’ outcomes. It is argued that there are important differences between ‘small’ and ‘large’ exporters, and that reducing the degree of export instability is not in itself sufficient to justify diversification. These conclusions contrast with the customary acceptance of diversification as an unqualified part of development policy.