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…

The purpose of this study was (1) to examine the impact of organizational support on employee learning and performance and (2) to elaborate on the context of organizational support for action learning in South Korean organizations. For this inquiry, two central questions were posed: What are employee reactions to organizational support for action…

The current study examined the temporal effect of perceived training utility on adoption of a trained method and how perceived organizational support influences the relationship between perceived training utility perceptions and adoption of a trained method. With the use of a correlational-survey-based design, this longitudinal study required…

Although billions of dollars are spent annually on training and development, much about the transfer processes is not well understood. This study investigated the interaction of workplace climate and peer support on the transfer of learning in a corporate field setting. Supervisor ratings of performance on several skill dimensions were obtained…

The present investigation offers some insight for human resource development (HRD) practitioners and researchers focused on helping employees pursue learning goals as they adapt to organizational changes. Using a repeated measurement over a five-year time period, this study examined goal orientation, learning self-efficacy, climate perceptions,…

Mullen's survey of 160 mentors and 140 proteges showed that mentors who initiated relationships, who felt valued by the organization, who were older, or who perceived proteges as competent were most likely to perform both career-related and psychosocial mentoring functions. Chao's response identifies problems in the research. (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)

Reviews theories about factors affecting the transfer of training, including theories on motivation (expectancy, equity, goal setting), training transfer design (identical elements, principle, near and far), and transfer climate (organizational). (Contains 36 references.) (SK)

This study examines the effect of transfer variables on trainee characteristics, instructional satisfaction, and organizational factors of perceived learning and training transfer made by a group of trainees who attended a financial training program conducted for a Korean conglomerate. Data analyses revealed several variables in the three domains…

A transfer model was applied to data from a survey of workers in four Chinese electronics firms. Results showed that transfer of training depends on organizational factors that facilitate use of knowledge, skills, and attitudes acquired. Supervision and other human factors were most influential. (SK)

Defines organizational learning, learning organizations, and self-directed learning. Explores the connection between self-directed learning and learning organizations and presents implications for practice and research. (SK)

Managers (n=261) completed instruments measuring the effects of organization-based self esteem on their development when facing job challenges. Those with low self-esteem were more sensitive to challenging job experiences. As challenges increased, perceptions of overall development increased. (Contains 40 references.) (SK)

A 3-year study of 46 textile industry workers identified causes of employee turnover (supervision, training, organizational communication) using performance analysis. A study of multiple interventions based on the analysis resulted in changes in orientation procedures, organizational leadership, and climate, reducing turnover by 24%. (SK)

Examines the psychological aspect of affirmative action on the female beneficiary in terms of other people's perceptions, self-perception, and beneficiaries' reaction to an organization with an affirmative action plan. Strategies for providing a supportive organization environment and potential benefits are presented. (SK)

Barriers to creating learning organizations include inability to change mental models, learned helplessness, truncated learning, individualism, culture of disrespect and fear, entrenched bureaucracy, part-time/temporary workforce, and diversity issues. Nevertheless, the learning organization is a sustainable vision for human resource development.…