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Invited Reaction: Investigating the Influences of Core Self-Evaluations, Job Autonomy, and Intrinsic Motivation on In-Role Job Performance
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Collins, Brian J. – Human Resource Development Quarterly, 2010
The authors of this featured article (Joo, Jeung, & Yoon, 2010) respond to calls for further examination of how individual differences and workplace environment jointly impact organizational behavior. The authors integrate social psychology and management research to examine employee behavior and its relation to human resource development.…
Descriptors: Self Evaluation (Individuals), Personal Autonomy, Motivation, Job Performance
Levels of Evaluation: Beyond Kirkpatrick.
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Kaufman, Roger; Keller, John M. – Human Resource Development Quarterly, 1994
Expands Kirkpatrick's four-level evaluation model (reaction, learning, behavior, results) to five levels: enabling/reaction, acquisition, application, organizational outputs, and societal outcomes. The expanded model enables consideration of the value and worth of training resources as well as the broader social consequences. (SK)
Descriptors: Evaluation Methods, Institutional Characteristics, Models, Social Environment
Human Resource Development: Performance Is the Key.
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Swanson, Richard A. – Human Resource Development Quarterly, 1995
This human resource development model includes the external environment (economic, political, and cultural forces) and organizational mission, strategy, structure, technology, and human resources. It highlights the fundamental role of performance and its improvement to maintaining the integrity of the individual, the process, and the organization.…
Descriptors: Job Performance, Models, Organizational Effectiveness, Personnel Management
Organizational Learning: A Review of the Literature with Implications for HRD Professionals.
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Dixon, Nancy M. – Human Resource Development Quarterly, 1992
A model of organizational learning includes information acquisition, information distribution/interpretation, meaning making, organizational memory, and information retrieval. Human resource development professionals have techniques for increasing competence in individuals, but they must also do so for organizations. (SK)
Descriptors: Competence, Information Dissemination, Information Retrieval, Models
The Flawed Four-Level Evaluation Model [and] Invited Reaction: Reaction to Holton Article [and] Final Word: Response to Reaction to Holton Article.
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Holton, Elwood F., III; Kirkpatrick, Donald L. – Human Resource Development Quarterly, 1996
Holton critiques Kirkpatrick's four-level evaluation model and presents a new model that accounts for primary intervening variables. Kirkpatrick argues that the criticism fails to account for his model's practical utility. Holton elaborates on the distinction between a model and a taxonomy. (SK)
Descriptors: Classification, Evaluation Methods, Job Performance, Models
Costs-Consequences Analysis.
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Kaufman, Roger; Watkins, Ryan – Human Resource Development Quarterly, 1996
The Organizational Elements Model is a framework for assessing payoffs from organizational efforts such as training and human resource development, both to an organization and externally. It depicts what should/could be and what is for outcomes, outputs, products, processes, and inputs. (SK)
Descriptors: Cost Effectiveness, Data Analysis, Environmental Scanning, Models
Preparing the Host Country Workforce for Expatriate Managers: The Neglected Other Side of the Coin.
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Vance, Charles M.; Ring, Peter Smith – Human Resource Development Quarterly, 1994
Using an instructional systems development approach, ways to prepare the host country workforce for the assignment of an expatriate manager are discussed. The model is based on a number of perspectives: exchange theory, participatory management, corporate social responsibility, communication theory, and strategic human resource planning. (SK)
Descriptors: Administrators, Corporate Education, Cross Cultural Training, Cultural Awareness
A Model for Training Research from the Workers' Perspective [and] Invited Reaction: The Necessary Ingredient for Authentic Participation in the Planning Process for Training Is a Labor Union.
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Bjorkquist, David C.; And Others – Human Resource Development Quarterly, 1994
Bjorkquist and Lewis's model for training research includes workers' concerns (autonomy, compensation, health, and worker-environment fit) as well as influences on training outcomes (performance deficiencies, learning conditions, and worker commitment). Rosen's reaction considers whether meaningful worker participation in planning can take place…
Descriptors: Educational Planning, Employee Attitudes, Human Capital, Labor Relations