We examined the extent to which a trainee's gender interacts with the gender of the trainer, as well as the gender composition of the classroom, to influence the trainee's knowledge acquisition. Hypotheses based on asymmetrical relational demography arguments were tested with a multilevel model on data collected from 1,515 predominantly Hispanic…

The purpose of this study is to examine the effects of a new approach to performance appraisal training. Motivated by split-brain theory and existing studies of cognitive information processing and performance appraisals, this exploratory study examined the effects of a whole-brain approach to training managers for implementing performance…

Singapore is a growing educational hub for the Asia Pacific region. However, no prior research has examined how Singaporean managers trade off attributes of training programs when making executive training decisions. The current study used conjoint analysis to identify the most important attributes of training programs as word of mouth, trainers'…

Personnel trainers (n=371) identified 12 common problem areas of novice trainers: fear, credibility, personal experiences, difficult learners, participation, timing, adjusting instruction, questioning, feedback, using media/materials, opening and closing sessions, and depending on notes. Twenty expert trainers suggested solutions. (SK)

Subject matter experts have knowledge and experience to be technical trainers, but they may require training in adult learning theory and teaching methods. Research on trainer effectiveness is needed to identify ways to improve the use of subject matter experts as trainers. (Contains 26 references.) (SK)

Responses from 32 of an adjusted sample of 38 managers of human resource development certification programs indicated that 44% were at research universities; they averaged 25 students per year, and 66% offered graduate credit for coursework. Issues having most impact on program development were the changed work environment, age of the work force,…

A total of 291 supervisors were assigned to 3 groups (in-house training, external training, no training) for training in management of troubled employees. Both forms of training were effective in improving supervisors' knowledge of employee assistance programs. Supervisory training was best viewed as a process, not a single event. (SK)

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)

Addresses these questions: Who can solve problems? What is creativity? How can human resource development foster an environment that nourishes creativity? Describes approaches--problem centering, encouraging learning-theory perspective, mentoring, and diversity. (SK)

Adapts the gap model (comparison of service recipients' attitudes before and after service delivery) into a human resource development (HRD) service management model. Delineates linkages among organizational mission, internal customers' mission, performance needs, and HRD mission. (SK)

Teacher behaviors were rated by 102 students from the United States, 142 from Asian cultures, and 73 from Western cultures (Canada, Europe). U.S. students rated clarity, enthusiasm, interaction, and spatial-behavioral communication more highly than Eastern students did. Western students rated all but spatial-behavioral communication more highly…

In a sample of 285 (of 1,363) corporations, reports of supervisor reaction to supervisory training were assessed to measure program success. Results highlight the importance of training administrators' role in convincing supervisors and their superiors of the value of training before implementation. (SK)

Interviews with 96 participants indicated that employees, managers, and human-resource-development staff use different strategies to organize work-related learning networks. Choice of strategy (extended training, directed reflection, reflective innovation) was partially related to type of work (machine-bureaucratic, entrepreneurial, professional).…

Analysis of workplace experiences recounted by 29 human resource development (HRD) professionals uncovered 3 themes: emphasis on people and work processes, need for greater personal control and security, and desire for task and functional equity. Findings suggest that HRD is an occupational culture more concerned with employee development and…

The human resource development field is evolving as a profession but has yet to develop consensus on a common body of knowledge and ethical standards. Academics in the field are often isolated from practitioners, who themselves are often marginalized in organizations. (SK)