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Mentoring and Organizational Citizenship Behavior: Estimating the Mediating Effects of Organization-Based Self-Esteem and Affective Commitment
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Ghosh, Rajashi; Reio, Thomas G., Jr.; Haynes, Ray K. – Human Resource Development Quarterly, 2012
This study explored how perceptions of reciprocal support in mentoring influence mentors' and proteges' intent to extend work-related help to coworkers in organizations. Our findings shed light on the role that organization-based self-esteem (OBSE) and affective organizational commitment (AOC) play as mediators in transmitting the effect of…
Descriptors: Mentors, Citizenship, Job Performance, Corporations
The Development and Resulting Performance Impact of Positive Psychological Capital
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Luthans, Fred; Avey, James B.; Avolio, Bruce J.; Peterson, Suzanne J. – Human Resource Development Quarterly, 2010
Recently, theory and research have supported psychological capital (PsyCap) as an emerging core construct linked to positive outcomes at the individual and organizational level. However, to date, little attention has been given to PsyCap development through training interventions; nor have there been attempts to determine empirically if such…
Descriptors: Human Capital, Psychological Characteristics, Job Performance, Followup Studies
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
Improving Outcomes for Workers with Mental Retardation
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Fornes, Sandra; Rocco, Tonette S.; Rosenberg, Howard – Human Resource Development Quarterly, 2008
This research presents an analysis of factors predicting job retention, job satisfaction, and job performance of workers with mental retardation. The findings highlight self-determination as a critical skill in predicting the three important employee outcomes. The study examined a hypothesized job retention model and the outcome of the three…
Descriptors: Job Satisfaction, Mental Retardation, Job Performance, Job Skills
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
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
A Classification and Description of Human Resource Development Scholars. [and] Invited Reaction: Performance Improvement: A Methodology for Practitioners.
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Wimbiscus, James J., Jr.; And Others – Human Resource Development Quarterly, 1995
Wimbiscus enhances Rummler and Brache's model for improving organizational performance by defining nine performance variables and integrating the model with scholars' views of three human resource development elements: organizations, process, and job/performer. Brache and Rummler respond to parts of Wimbiscus' critique. (SK)
Descriptors: Classification, Job Performance, Models, Organizational Development