ISSN:1044-8004    

DOI:10.1002/hrdq.3920090101

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

年代:1998

数据来源: WILEY

摘要:

AbstractVarious individuals have argued that creating an organizational vision, which is frequently defined as an image of the future, is an important part of strategy development. Many training programs attempt to teach leaders to create an organizational vision, but there is no empirical evidence that this type of training is effective. Managers participated in a vision training program and completed measures of future time perspective, positivism, and visioning ability. Results indicated that visioning ability increased after a vision training program. In addition, results indicated that future time perspective and positivism correlated with the participants' visioning ability, suggesting that some leaders may naturally be better able than others to create an organizational vision. These results have practical implications for leadership training professionals.

ISSN:1044-8004    

DOI:10.1002/hrdq.3920090102

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

年代:1998

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920090103

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

年代:1998

数据来源: WILEY

摘要:

AbstractCorporations competing in the global market face a number of challenges and opportunities in effective human resources training. Many firms address this issue by emphasizing multimedia‐based training systems. Given the rapid increase in multimedia‐based training, it is important that barriers to effective use of this technology be identified. There is substantial evidence in the human resources training literature that low self‐efficacy levels among trainees can form a barrier to a specific training technique. Therefore, it is reasonable to believe that receptiveness to multimedia‐based training among trainees may differ based on multimedia self‐efficacy. This issue was examined through the use of factor analysis, which revealed two significant selfefficacy factors: developed self‐efficacy and existing self‐efficacy. These factors proved to be highly significant to respondents' perceptions of multimedia training effectiveness. The finding suggests that training effectiveness is determined not only by the training content and media presentation but also by the trainees'

ISSN:1044-8004    

DOI:10.1002/hrdq.3920090104

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

年代:1998

数据来源: WILEY

摘要:

AbstractThis article explores some of the relationships between two fields of discourse—philosophy of education and human resource development. From the first field, the concepts of education and training are analyzed within a broad liberal education paradigm. The article argues that there is some common conceptual ground between the two concepts but also that significant differences between the two means that they cannot be seen as coterminous or equivalent. In light of this discussion, the article then draws some parallels with the performance and learning paradigms in human resource development (HRD), arguing that the learning paradigm is conceptually richer and more comprehensive than the performance paradig

ISSN:1044-8004    

DOI:10.1002/hrdq.3920090105

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

年代:1998

数据来源: WILEY

摘要:

AbstractKnowledge of the timing and sequence of start‐up teams' delegation of business functions in growing entrepreneurial ventures has significant implications for understanding those ventures' need for human resource development (HRD) interventions at different stages of their development. As a first step in exploring the evolution of functional differentiation in growing ventures, we analyze the extent to which 539 new businesses delegate a number of business functions. The start‐up teams retain the marketing and marketing‐related functions (marketing, sales, advertising, pricing and bidding, and new product development) in the majority of all firms with less than $10 million in sales. This group of functions ranks second only to general planning as a function retained. Three major size groups of emerging small businesses with distinctly different levels of functional delegation have been identified. There was no difference in the patterns of delegation of functions between manufacturing and service

ISSN:1044-8004    

DOI:10.1002/hrdq.3920090106

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

年代:1998

数据来源: WILEY

摘要:

AbstractOrganizations need to be concerned more than ever with managing the impressions their employees make on internal and external customers. Yet little research has focused on the individual or organizational causes of bad impressions. This two‐part article examines this topic and suggests methods organizations can use to eliminate specific bad impressions and lower their overall base rat

ISSN:1044-8004    

DOI:10.1002/hrdq.3920090107

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

年代:1998

数据来源: WILEY

摘要:

AbstractOrganizations must take steps to rightsize effectively. Downsizing and restructuring continue to occur, but organizations depend on their people to make them successful. This article proposes a twelve‐step model to help organizations consider the human resource component during rightsizing.Rightsizing is defined as a proactive approach to downsizing and restructuring organizations on a continuous basis. Kozlowski (1991) states that when a decision to downsize is followed by proactive planning, the organization is more likely to achieve its goal. According to Solomon (1992), employees are loyal to organizations when they have employment security. Thus, the model seeks to support both the organization's needs and the individual's employment goal

ISSN:1044-8004    

DOI:10.1002/hrdq.3920090108

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

年代:1998

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920090109

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

年代:1998

数据来源: WILEY

ISSN:1044-8004    

DOI:10.1002/hrdq.3920090110

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

年代:1998

数据来源: WILEY