摘要:

AbstractAnnually, the American Society for Training and Development (ASTD) Research Committee is invited to use this editorial space to provide an update regarding the committee's directions and activities. So what is the committee up to? Here is the short answer. We are seeking to bridge two gaps: the gap between practitioners and researchers and the gap between practitioners and senior executives.In last year's editorial, Laurie Bassi, ASTD's vice president for research, made a compelling case that the gap between practitioners and researchers is widening (Bassi, 1998). According to Bassi, practitioners are being bombarded with new HRD (human resource development) dilemmas at accelerating rates of speed. Yet the means to create and disseminate research‐based solutions to these dilemmas remain unchanged. They tend to be slow, cumbersome, and difficult for practitioners to access. The committee has several initiatives under way that are aimed at addressing the practitioner‐researcher

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100301

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1999

数据来源: WILEY

摘要:

AbstractRepresentatives from a random sample of 300 U.S. corporations were interviewed by telephone to examine their use of formal developmental relationships as a management development strategy. Based on an 82 percent response rate, findings were obtained regarding the frequency of programs using formal developmental relationships, expectations regarding future use of formal developmental relationships, program characteristics, program visibility, and program effectiveness. In addition, comparisons between organizations with programs and organizations without programs were made on the basis of organization size, sales volume, employee trends, sales trends, and organizational age. From the 246 participating organizations, 52 respondents indicated that their organization had at least one management development initiative currently in place that paired employees with peers, senior managers, or outside consultants. Specific types of initiatives discussed by the respondents included one‐on‐one mentoring, apprenticeships, team coaching, peer coaching, executive coaching, action learning, and structured networks. Organizations with initiatives in place tended to employ more individuals and have larger sales volumes than organizations with no programs in pl

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100302

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1999

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100303

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1999

数据来源: WILEY

摘要:

AbstractLeader‐member exchange (LMX) theory and research is one approach to studying organizational leadership. It has developed as an alternative to average leadership style (ALS), which attempts to identify a single most effective leadership style. LMX focuses instead on the heterogeneity of dyadic relationships. LMX theory is not yet well enough developed to be a guide to HRD practitioners, but further research in this area could lead to the development of better theory to guide HRD interventions. There are some strengths and many weaknesses in LMX theory and research. Recent research has supported the theory, but research is needed on instrumentation, the impact of LMX quality on organizational outcomes, the ways in which leader‐member relationships develop, and behavioral components affecting the initiation of leader‐member relation

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100304

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1999

数据来源: WILEY

摘要:

AbstractThe nature of work continues to evolve from predictable, deterministic patterns to forms that are more contingent and idiosyncratic. The evolution of work and of the expertise needed to perform it have not been accompanied by innovations in the models used by workplace educators to develop this expertise. For some technical work roles, present models are inadequate for developing the skilled performance the roles require. Using in‐depth accounts of actual work activity, this article examines changes in how work is accomplished. Emergent themes from selected work settings are analyzed against present models of employee development. Using the theories of situated learning and distributed cognition, a reconception of the role of learning interventions is proposed that more fully integrates learning with workin

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100305

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1999

数据来源: WILEY

摘要:

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 acade

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100306

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1999

数据来源: WILEY

摘要:

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 mak

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100307

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1999

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100308

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1999

数据来源: WILEY