ISSN:1044-8004    

DOI:10.1002/hrdq.3920100102

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

年代:1999

数据来源: WILEY

摘要:

AbstractThis article reports on a study of the influence practices and effectiveness of 207 middle‐level staff and program management personnel in nonmanagerial positions in a high‐tech government agency in the United States. Multiple regression results were used to identify specific influence behaviors practiced in lateral relations with peers that directly affected supervisors' perceptions of effectiveness. As hypothesized, managerial self‐awareness (operationalized as congruence in self‐peer ratings) was found to contribute significantly to relationship management aspects of individual effectiveness. Implications of these results for team‐based work in organizations as well as OD and HRD initiatives are

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100103

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.3920100104

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

年代:1999

数据来源: WILEY

摘要:

AbstractThis study demonstrates that employees, managers, and HRD staff use different strategies to organize work‐related learning networks. Actor strategies in sixteen cases were studied, involving ninety‐six participants in six organizations. Using ideal types for comparative purposes, actor strategies were analyzed both qualitatively and quantitatively to establish in what configurations they occurred. Three strategy configurations were found: Extended Training, Directed Reflection, and Reflective Innovation. For the most part, different actors used different strategies. Strategy configurations were partly related to work types. It is concluded that a network perspective on work‐related learning is useful to describe and explain important elements of HRD practice. Actors can use the strategy models developed to frame and negotiate their own learning policies and prac

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100105

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

年代:1999

数据来源: WILEY

摘要:

AbstractA large‐scale organizational innovation, a cascaded training delivery strategy, at a Fortune 10 automotive manufacturer was studied to evaluate its overall impact and to determine possible predictors of support for the innovation. Findings from this innovation study inform a model of innovation implementation and suggest guidelines for using mangagers as instructor

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100106

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

年代:1999

数据来源: WILEY

摘要:

AbstractA measure of individual dissimilarity openness, defined as openness toward individual differences, was developed and assessed as a predictor of rating bias toward minorities. Participants' openness to dissimilarity was assessed with the Ideal Employee Inventory (IEI), and two weeks later participants evaluated one of two job candidates based on information provided by an identical vitae and audiotaped sample lecture. The candidate was implied to be female Native American in the treatment group, but male Caucasian in the control group. It was hypothesized that the perceived minority candidate would be rated lower despite identical performance and vita, and that dissimilarity‐closed individuals, as indicated by high IEI scores, would be predictive of lower ratings of the minority candidate but not of the control candidate. Propositions regarding HRD practice, measurement, and research are presente

ISSN:1044-8004    

DOI:10.1002/hrdq.3920100107

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.3920100108

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.3920100109

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.3920100101

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

年代:1999

数据来源: WILEY