Showing papers in "Human Resource Development Quarterly in 1997"
TL;DR: In this paper, the authors attempted to validate their hypothesized constructs using factor analysis and found a substantially different factor structure, suggesting a different direction for future transfer climate instrument research, suggesting that trainees perceive climate according to referents in the organization rather than according to psychological cues.
Abstract: Despite general acknowledgment of the difficulty in transferring learning, no validated and generally accepted instrument exists to measure factors believed to affect its transfer. Rouiller and Goldstein (1993) developed an eight-factor structure for a transfer climate instrument but could not validate the structure because their sample size was inadequate. This study attempted to validate their hypothesized constructs using factor analysis and found a substantially different factor structure, suggesting a different direction for future transfer climate instrument research. The results suggest that trainees perceive climate according to referents in the organization rather than according to psychological cues, as Rouiller and Goldstein proposed. Consequently, a transfer climate instrument incorporating additional constructs was analyzed. The resulting nine-factor solution suggested additional constructs and indicated that transfer climate was perceived according to organizational referents.
360 citations
TL;DR: The concept of alignment lends itself to the creation of high-performance work systems by explaining how the interdependent elements of the organization can achieve greater individual and collective efficiency and effectiveness.
Abstract: Organizational alignment is a concept often mentioned in human resource development (HRD) models but rarely explained in detail. This theory of alignment looks at the extent to which strategy, structure, and culture create an environment that facilitates the achievement of organizational goals. The concept of alignment lends itself to the creation of high-performance work systems by explaining how the interdependent elements of the organization can achieve greater individual and collective efficiency and effectiveness. Well-aligned organizations apply effective leadership and HRD processes to create systematic agreement among strategic goals, tactical behaviors, performance and reward systems, and the organizational culture. This agreement helps people to remove barriers to cooperation and performance and thereby increases the performance of individuals, processes, and the organization as a whole.
165 citations
TL;DR: The authors examined the effect of relapse prevention (RP) training on the maintenance of learned knowledge and skills and found that both of the operationalizations significantly affected the trainees' ability to transfer and desire to transfer, although in different ways.
Abstract: This study examined the effect of relapse prevention (RP) training on the maintenance of learned knowledge and skills. After a session on assertive communication, ninety trainees were randomly assigned to three treatment conditions: a full RP group, a modified RP group, and a control group. The results showed that both of the RP operationalizations significantly affected the trainees' ability to transfer and desire to transfer, although in different ways; neither RP condition significantly affected retention of course content, use of transfer strategies, or use of trained skills; and (3) cognitive and behavioral transfer strategies significantly affected use of trained skills. This paper discusses implications of the findings for practice and future directions for research.
92 citations
TL;DR: In this article, a diverse sample of 265 employees was surveyed for ratee preferences concerning seven performance management and appraisal issues, including appraisal source, feedback issues, and the performance management process.
Abstract: A diverse sample of 265 employees was surveyed for ratee preferences concerning seven performance management and appraisal issues. Research questions were formulated on appraisal source, feedback issues, and the performance management process. Results indicated that subjects most trusted their immediate supervisor as an accurate source for their appraisal and that they preferred having prior knowledge of their supervisor's expectations, receiving ongoing informal feedback throughout the appraisal period, and receiving formal appraisals at least twice a year. Subjects expressed preferences for developmentally oriented appraisals that were based mostly on the results of work. Preferences were not moderated by ratee experience or gender. Implications for human resource development professionals are discussed.
53 citations
TL;DR: In this paper, the status of the international HRD knowledge and research base is analyzed and a theoretical frame is presented to describe the theory used to analyze the review and its findings.
Abstract: International considerations are increasingly important variables in business practices today. How is the field of human resource development (HRD) keeping pace with the knowledge needed to manage and develop human resources in an international context? What have we learned since Hansen and Brooks's 1994 review of the literature in this area?
This article analyzes the status of the international HRD knowledge and research base. It sets out definitions of HRD and international HRD; presents a theoretical frame, which describes the theory used to analyze the review and its findings; examines findings from HRD-specific and -related cross-cultural and organizational research to identify the status of what is known; and identifies areas for further research.
50 citations
47 citations
47 citations
TL;DR: In this article, a simulation game of employees working in self-managed teams was used to test the effects of locus of control and performance-contingent incentives on productivity and job satisfaction.
Abstract: A simulation game of employees working in self-managed teams was used to test the effects of locus of control and performance-contingent incentives on productivity and job satisfaction. The only performance effect was that participants with external locus of control (externals) in the incentive condition outperformed externals without incentive. Participants with internal locus of control (internals) were more satisfied with their supervisors than were externals. This article discusses implications for employee involvement approaches and makes recommendations for further research.
37 citations
TL;DR: In this article, the authors developed an evaluation process for home, host, and third country nationals working in a variety of international envitronments. But, the evaluation process is not suitable for managers assigned to overseas positions, as the diversity of environments, differences in cultural backgrounds of managers, the geographic separation of raters and managers, and a host of technical measurement issues need to be addressed.
Abstract: Performance appraisal for managers assigned to overseas Positions is an extremely difficult task. The diversity of environments, differences in cultural backgrounds of managers, the geographic separation of raters and managers, and a host of technical measurement issues need to be addressed in an international appraisal Process. This article develops an evaluation Process for home, host, and third country nationals working in a variety of international envitronments.
33 citations
TL;DR: In this article, a Crosby quality-training intervention was studied in a single facility to evaluate its long-term effects in terms of both quality level and dollar utility, using an interrupted time-series design pooling six twelve-year series, and found that the training demonstrates a positive effect size for the quality level of the goods produced in a vitreous china plant.
Abstract: A Crosby quality-training intervention was studied in a single facility to evaluate its long-term effects in terms of both quality level and dollar utility. Using an interrupted time-series design pooling six twelve-year series, this study found that the training demonstrates a positive effect size for the quality level of the goods produced in a vitreous china plant and has a positive dollar utility. The study also revealed an important contextual factor—production process—in the evaluation of the effect size of a quality-training intervention. In addition, the analysis method—a fixed effects model—was shown to be useful for studying training interventions in single facilities where there are multiple product lines.
32 citations
TL;DR: The authors surveyed 371 personnel trainers, asking them to recall training delivery problems or difficulties they had experienced as novices, and found that novice trainers faced twelve common training delivery issues and 20 expert trainers were subsequently surveyed and asked to report their successful strategies for dealing with each of the problems.
Abstract: The authors surveyed 371 personnel trainers, asking them to recall training delivery problems or difficulties they had experienced as novices. The analysis of their 1,098 responses led us to conclude that novice trainers faced twelve common training delivery problems. Twenty expert trainers were subsequently surveyed and asked to report their successful strategies for dealing with each of the problems. The analysis of their responses concludes with expert advice on how to deal with the twelve common training delivery problems.
TL;DR: In this paper, the authors examine the question of whether the human resource development (HRD) field is working towards improving performance or enhancing learning in organizations and the authors inquire into whether HRD is essentially behavioural in design and objective or whether it is based on an educational or cognitive perspective.
Abstract: This article examines the question of whether the human resource development (HRD) field is working towards improving performance or enhancing learning in organisations. To clarify this issue, the authors inquire into whether HRD is essentially behavioural in design and objective or whether it is based on an educational or cognitive perspective.
TL;DR: The authors used data from the National Longitudinal Study of Labor Market Experience, Young Women's Cohort to examine job training characteristics and sociodemographic factors that had a significant impact on the earning potential of women throughout the 1970s and 1980s.
Abstract: This study uses data from the National Longitudinal Study of Labor Market Experience, Young Women's Cohort, to examine job training characteristics and sociodemographic factors that had a significant impact on the earning potential of women throughout the 1970s and 1980s. Specifically, we investigated the job training patterns of women, by race, across the two decades; the influence of family status on training opportunities; the effects of demographic characteristics as well as training attributes on completion rates of women, by race; and the contribution of human capital on income levels. Most significant is the finding that as the cohort of women matured, the cumulative intensity of job training began to account for some variance in income, albeit marginal.
TL;DR: In this paper, the authors examined attributes including orientation toward group problem solving, general problem-solving confidence, and expertise as well as demographic characteristics to determine their relative contributions to reported self-efficacy in solving work problems in groups.
Abstract: Problem-solving groups are increasingly being used to involve employees in improving organizational performance. This study looked at people working in an organization that had reported group problem-solving activities. It examined attributes including orientation toward group problem solving, general problem-solving confidence, and expertise as well as demographic characteristics to determine their relative contributions to reported self-efficacy in solving work problems in groups. Respondents (n = 288) completed questionnaires to assess the variables. Using stepwise multiple regression, it was found that educational level, expertise in the work area, problem-solving confidence, orientation toward group problem solving, and amount of previous participation in such groups explained 47 percent of the variance in reported self-efficacy. The results suggest that before inclusion in such groups, poorly educated people need training to increase their knowledge about the problem and to practice group problem solving.
TL;DR: The use of financial costs and benefits to analyze human resource development (HRD) proghrams has become common practice as mentioned in this paper, and because financial analysis tools have been used extensively in evaluating HRD programs, the effects of these tools should be examined.
Abstract: The use of financial costs and benefits to analyze human resource development (HRD) proghrams has become common practice. Because financial analysis tools have been used extensively in evaluating HRD programs, the effects of these tools should be examined. Like other instruments, financial analysis tools can produce benefits, but they also have limitations. This article describes the benefits and problems that stem from using HRD financial analysis tools and examines the need to use values as a supplement to fiancial analysis.
TL;DR: In this article, the authors discuss four alternative techniques (i.e., subliminal self-help, mental imagery and practice, meditation, and NLP) and examine the contributions of each from a scientific perspective.
Abstract: Over the years a number of training techniques and procedures have been developed that are not part of the mainstream but are believed by some to have utility for organisations trying to enhance human performance. This article discusses four of these alternative techniques - subliminal self-help, mental imagery and practice, meditation, and Neurolinguistic Programming (NLP) - and examines the contributions of each from a scientific perspective. With the exception of mental practice, there is a paucity of data to demonstrate convincingly whether these alternative techniques promote or enhance individual or organisational effectiveness. It is concluded that effective professional practice depends on scientifically derived research results.