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Carpenter, Julia; Forde, Dahlia S.; Stevens, Denise R.; Flango, Vincent; Babcock, Lisa K. – Online Submission, 2016
The Department of Veterans Affairs has an immediate problem at hand. Tens of thousands of employees are working in a high-stress work environment where fast-paced daily production requirements are critical. Employees are faced with a tremendous backlog of veterans' claims. Unfortunately, not only are the claims extremely complex, but there is…
Descriptors: Public Agencies, Government Employees, Intervention, Job Performance
Walker, Barrington D. – Online Submission, 2014
In general management theory, the choosing of a nominee for a job based on their current and typically exceptional performance within a given occupation rather than on qualifications for an intended position is referred to as "The Peter Principle" (Peter and Hull, 1969). If an incumbent is incapable of performing at the anticipated level…
Descriptors: Career Development, Promotion (Occupational), Personnel Policy, Personnel Selection
Harteis, Christian; Koch, Tina; Morgenthaler, Barbara – Online Submission, 2008
Intuition usually is defined as the capability to act or decide appropriately without deliberately and consciously balancing alternatives, without following a certain rule or routine, and possibly without awareness (Gigerenzer, 2007; Hogarth, 2001; Klein, 2003; Myers, 2002). It allows action which is quick (e.g. reaction to a challenging…
Descriptors: Intuition, Theory Practice Relationship, Job Performance, Research
Chemarck, Thomas J.; Payne, Tiffani D. – Online Submission, 2005
This article builds on previous work that classified types of scenario planning as effective or relevant for particular situations, by adding consideration for levels within the organization. In addition, the argument is built for using a particular form of scenarios to anticipate or explore process level problems and outcomes. The problem of…
Descriptors: Organizational Development, Problem Solving, Simulation, Job Performance