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Feedback Seeking Behavior: A Review of the Literature and Implications for HRD Practitioners [and] Invited Reaction: Comments on Madzar's Article.
Peer reviewed Peer reviewed
Madzar, Svjetlana; Morrison, Elizabeth Wolfe – Human Resource Development Quarterly, 1995
Madzar reviews literature on feedback seeking in organizations, examining motivation, contextual influences, barriers, and particular feedback-seeking behavior of newcomers and groups. Morrison comments on some misrepresentations and confusions in the literature review. (SK)
Descriptors: Feedback, Industrial Psychology, Job Performance, Management Development
The Influence of Individual Characteristics and the Work Environment on Varying Levels of Training Outcomes. [and] Invited Reaction.
Peer reviewed Peer reviewed
Tracey, J. Bruce; Hinkin, Timothy R.; Tannenbaum, Scott; Mathieu, John E.; Black, William C. – Human Resource Development Quarterly, 2001
A study by Tracey, Hinkin, Tannenbaum, and Mathieu of 115 management trainees and 305 supervisors/coworkers found that job involvement, commitment, and work environment influenced pretraining self-efficacy and motivation. Hierarchical relationships between levels of training effectiveness criteria were identified. Black's response cites their…
Descriptors: Instructional Effectiveness, Management Development, Motivation, Outcomes of Education
Human Resource Development Already Embraces Total Quality Management--Or Does It? [and] Managing the Total Quality of Training.
Peer reviewed Peer reviewed
Swanson, Barbara L.; And Others – Human Resource Development Quarterly, 1992
Human resource development professionals have two challenges in total quality management (TQM): showing management what customer focus and leadership mean and declining responsibilities that are not theirs. TQM's systems view of training involves value-adding processes that take place before, during, and after the learning transaction. (SK)
Descriptors: Delivery Systems, Human Resources, Management Development, Personnel Management
The Relationship between Organizational Transfer Climate and Positive Transfer of Training.
Peer reviewed Peer reviewed
Rouiller, Janice Z; Goldstein, Irwin L. – Human Resource Development Quarterly, 1993
After a 9-week training course, 102 manager trainees in a fast-food chain were assigned to restaurants. Those assigned to units having positive organizational transfer climate (measured by situational cues and consequences) were rated as better performers. Climate affected the degree to which learned behavior was transferred to the actual job. (SK)
Descriptors: Corporate Education, Feedback, Food Service, Job Performance