ISSN:1044-8004    

DOI:10.1002/hrdq.3920060102

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

年代:1995

数据来源: WILEY

摘要:

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 HR

ISSN:1044-8004    

DOI:10.1002/hrdq.3920060103

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

年代:1995

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920060104

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

年代:1995

数据来源: WILEY

摘要:

AbstractThis study examined the effects of using a group decision support system (GDSS) and outside facilitation support in a three‐hour team‐building process on the attainment of “team.” Twenty‐four preexisting work groups (N = 186) were randomly assigned to three treatments: (1) a facilitated team‐building process without computer support, (2) a facilitated team‐building process with computer support, and (3) normally scheduled meetings without a facilitation or computer support. Twelve dependent “team” measures were assessed using a self‐report questionnaire following the team‐building session (immediate effect) and following the next normally scheduled group meeting (delayed effect).On immediate‐effect measures, both facilitated team‐building processes resulted in higher member ratings of group process than ratings for meetings with no outside facilitation. On most measures, the positive immediate effects did not last over time, indicating that the three‐hour team‐building session was not effective. The implications for practice are severe in that both team building and GDSS technology are often implemented as one‐time interventions. It is common practice to use these techniques and/or methods as a three‐ to four‐hour component of a development session or as part

ISSN:1044-8004    

DOI:10.1002/hrdq.3920060105

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

年代:1995

数据来源: WILEY

摘要:

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

ISSN:1044-8004    

DOI:10.1002/hrdq.3920060106

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

年代:1995

数据来源: WILEY

摘要:

AbstractA theory of the impact of management training on organizational performance has been constructed according to Dubin's theory‐building process (1978). To develop and validate the theory, a review of the literature on the transfer of training and its impact, a case‐study methodology including focus group interviews with managers in a Fortune 500 company, and structured evaluations by panels of management and training experts were used. The proposed theory expands upon previous conceptualizations of impact by exploring the relationships between learning experience, individual characteristics, and work environment. The theory‐building process details the transformation and combination of these variables into testable hypotheses to predict the impact of training variables on organizational perfor

ISSN:1044-8004    

DOI:10.1002/hrdq.3920060107

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

年代:1995

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920060108

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

年代:1995

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920060109

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

年代:1995

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920060110

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

年代:1995

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920060111

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

年代:1995

数据来源: WILEY