ISSN:1044-8004    

DOI:10.1002/hrdq.3920010102

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

年代:1990

数据来源: WILEY

摘要:

AbstractOrganizational life is messy, complex, and characterized by multiple causes and effects. It consists also of routine operations in which predictable cause‐and‐effect relationships prevail. What paradigms (unified perspectives that underlie practice, theory building, and research) are correct for studying organizational life, especially human resource development? Many theorists in HRD and other areas are reevaluating the ways in which they explain phenomena. In effect, the paradigms are shifting. Victoria Marsick explains for HRD professionals the traditional paradigm—logical positivism (better known as behaviorism or stimulus‐response theory)—and alternative paradigms, especially naturalistic inquiry (often illustrated by systems thinking, cybernetics, and the organization described as the brain center). She poses the ultimate question: What is more important for HRD—rigor or relevance? Marsick suggests a focus for HRD on paradigms that place a higher value on the effective interpretation of multiple realities, self‐organizing systems for learning that are linked to performance, and the interconnectivity of a learning, working community. Reality is an evolving plan, despite researchers' programmed attempts at predicting and c

ISSN:1044-8004    

DOI:10.1002/hrdq.3920010103

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

年代:1990

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920010104

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

年代:1990

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920010105

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

年代:1990

数据来源: WILEY

摘要:

AbstractYes, quality of work life (QWL) applications do work, and they continue to work over time. Robert Golembiewski and Ben‐chu Sun studied 231 applications of QWL (from bibliographies, journals, books, unpublished reports, dissertations, theses, and so on) that were conducted over twenty‐two years (1965‐1987). The success rates for four major classes of QWL (human processual, sociotechnical systems, technostructural, and combined), which encompass fifteen separate types, were substantial for hard‐criteria effects as well as for soft changes, such as those in attitudes, opinions, and self‐reports about worksite features. This article explains the outcomes, predictions, limitations, and perhaps the biases of their research. Despite minor inadequacies in design the authors remain adamant about the success of QWL—so much so that they recommend greater reliance on its

ISSN:1044-8004    

DOI:10.1002/hrdq.3920010106

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

年代:1990

数据来源: WILEY

摘要:

AbstractTraining and development is big business; therefore it should be evaluated in the same way as other large investments, in terms of costs and benefits. In this context, training becomes another tool for a firm's survival. According to Nancy Mosier, although training directors recognize the importance of cost considerations, many still use intuitive methods rather than collecting and analyzing hard numbers to justify their programs. Managers can now take heart because Mosier describes some basic and useful techniques to get the cost‐returns analysis rolling. The same applications as are used to justify capital, land, or other resources can be used to justify training and development. Mosier reviews common capital budgeting techniques; for example, payback time, average rate of return, present value or present worth, internal rate of return, and cost‐benefit ratio, and contrasts these techniques with those now being used in training and development. Much of what is available in training focuses on costs and advocates making decisions only on the basis of costs. Her message is clear—financial analysis in training and development must be made on the basis of both costs and returns for the like of the project, and this article helps training directors to look at the complete pi

ISSN:1044-8004    

DOI:10.1002/hrdq.3920010107

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

年代:1990

数据来源: WILEY

摘要:

AbstractHuman resource development (HRD) is a profession and an area of academic study in search of its own distinctiveness. Why does HRD lack distinctiveness? According to Jacobs, there are three explanations: it is still a relatively new area of professional practice and academic study; others may be uncertain about the tangible benefits of HRD; and, most important, it is interdisciplinary in nature; that is, it has been influenced by at least five major bodies of knowledge (education, systems theory, economics, psychology, and organizational behavior). Even though the interdisciplinary nature of HRD makes it difficult to find its distinctiveness, Jacobs offers suggestions to that end. First, he suggests that HRD research efforts be guided by an underlying theory that has as its focus the social and financial benefits of HRD. Second, he believes that the contributing areas should be reviewed and analyzed to reveal gaps in knowledge and to direct HRD research efforts in a more systematic manner. Finally, he encourages graduate students to conduct research that relates to the current knowledge in HRD in order to generate new, related propositions and to define existing ones. Distinctiveness for HRD may be difficult, but with the dedication and perseverance of the professionals involved, it is possible.

ISSN:1044-8004    

DOI:10.1002/hrdq.3920010108

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

年代:1990

数据来源: WILEY

摘要:

AbstractSituational leadership theory (SLT)—it sounds great, but will it work? SLT, a popular theory based on task behavior, relationship behavior, follower (subordinate) maturity, and effective leader behavior, may not be what the training‐management professional expects. Johansen reviews the three major areas of research on SLT: conceptual validity, validity of the instrument associated with SLT— the Leadership Effectiveness and Adaptability (LEAD) survey—and the effect on subordinates' performance when the theory is accurately practiced by a leader or manager. According to Johansen, research has failed to support the conceptual basis of the theory and the validity of the instruments. Research regarding the effect on subordinates' performance when situational leadership is properly practiced by the leader has provided mixed results and only limited support for the theory. Johansen found that it is not possible to make a definitive statement based on experimental findings. Yet SLT does have redeeming qualities: it has opened much discussion about the many factors that affect leadership behavior and about the nature of leader‐subordinate relationships, and it has generated critical research. But until the validity and performance questions are answered, Johansen strongly suggests that SLT will be appropriately used only as a starting point for discussion about the dynamics of leadership behavior, subordinate expectations, leadership effectiveness, and decisi

ISSN:1044-8004    

DOI:10.1002/hrdq.3920010109

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

年代:1990

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920010110

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

年代:1990

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920010111

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

年代:1990

数据来源: WILEY