ISSN:1044-8004    

DOI:10.1002/hrdq.3920040102

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

年代:1993

数据来源: WILEY

摘要:

AbstractTraditional resource‐based organizations are giving way to knowledge‐based organizations, a fundamental change that requires a transformation of the practice of management. Knowledge‐creating companies will require distributed leadership built on a four‐level foundation of philosophy, attitudes and beliefs, skills and capabilities, and tools (art

ISSN:1044-8004    

DOI:10.1002/hrdq.3920040103

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

年代:1993

数据来源: WILEY

摘要:

AbstractIt is easy to intellectualize about such issues as adopting knowledge creation as the key success factor, elevating the nonrational, and creating new leadership roles. Intellectualizing can often relieve just enough pressure to replace the need to act. Although Senge does not overtly encourage this co‐optation, the volume and conceptual nature of his points make it easy to be intellectually stimulated and then move on to the next article. But his assertions deserve deeper, more soulful reflection. They deserve a dialogue between Senge and the reader that makes the content come alive in real experiences. That is the reader's responsibilit

ISSN:1044-8004    

DOI:10.1002/hrdq.3920040104

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

年代:1993

数据来源: WILEY

摘要:

AbstractRelationships between current performance and likelihood of promotion were analyzed for more than seven hundred matched pairs of managers and their immediate supervisors. No significant differences were found in performance evaluations of younger and older managers. Supervisory perceptions of future promotions for the younger managers showed significant positive relationships with their performance. No such relationship was found for older managers.

ISSN:1044-8004    

DOI:10.1002/hrdq.3920040105

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

年代:1993

数据来源: WILEY

摘要:

AbstractThis study examined (1) factors related to employee decisions to enroll in microcomputer training courses and valence, or anticipated satisfaction, with training, and (2) possible age differences in individual decisions and valence. Thirty‐seven university support staff employees participated. Participants made hypothetical decisions about enrolling in microcomputer training based on course announcements that varied in six factors: cost of training, learning, career advancement potential, job performance impact, personal growth, and course level. Participants were asked to rate their valence for the training based on each description. Substantial individual differences were found in valence and individual decisions to take training. Younger employees were more likely to take microcomputer training and indicated higher valence than older employee

ISSN:1044-8004    

DOI:10.1002/hrdq.3920040106

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

年代:1993

数据来源: WILEY

摘要:

AbstractThis article reports on a study of the impact of a Deming quality management approach on perceptions of interdepartmental cooperation. The study was based on intergroup relations theory and provides new insight into some of the “people” issues related to quality management. A two‐part survey was given to a sample of respondents from two interacting departments in each of two companies. In the first part of the survey, respondents were asked their perceptions of the extent to which features of Deming quality management had been implemented. In the second part of the survey, respondents indicated their perceptions of the degree of interdepartmental cooperation. Results indicate that respondents perceived positive improvements in interdepartmental cooperation after implementation of the Deming app

ISSN:1044-8004    

DOI:10.1002/hrdq.3920040107

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

年代:1993

数据来源: WILEY

摘要:

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.

ISSN:1044-8004    

DOI:10.1002/hrdq.3920040108

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

年代:1993

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920040109

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

年代:1993

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920040111

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

年代:1993

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920040112

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

年代:1993

数据来源: WILEY