Organizational experts have long touted the importance of delivering negative performance feedback in a manner that enhances employee receptivity to feedback, yet the broader impacts of constructive feedback have received relatively little attention. The present investigation explored the impact of constructive, critical feedback on organizational…

The changing context of work and organizations is making new demands of leadership. Differing expectations on the goals of leadership training, and development are also emerging. To date, few comprehensive models to guide evaluation research and practice in the field of leadership training and development have appeared in the literature. This…

Scenario planning is often used by organizations to think about future uncertainties. However, what it does in terms of changing perceptions is difficult to assess and quantify. To address this need, this article builds on previous studies documenting the effectiveness of scenario planning. Specifically, this article contributes to the data on…

This paper presents the author's comments on James G. Bohn's article "Development and Exploratory Validation of an Organizational Efficacy Scale". In his article, Bohn has captured a deficiency, as he quotes, of "over two decades" in the human resource development (HRD) field. Since no scale has been designed specifically to measure efficacy at…

Although many instruments have been developed to measure organizational constructs such as citizenship, climate, and organization-based esteem, to date no scale has been designed specifically to measure efficacy at the organizational level. Tools to measure organizational efficacy in a business context have been recommended for over two decades.…

Argues that learning is not solely about changes in behavior but must also involve cognitive awareness (knowledge and understanding). Learning processes are a better philosophical basis than behaviorism. A positive view of competence emphasizing autonomy and rationality is most consistent with organizational learning. (SK)

A model of large-scale organizational change (LSOC) was tested using survey data and financial and customer service measures in 26 departments. Organizations experiencing LSOC performed better financially than those experiencing incremental, negative, or no change, and they showed greater improvement in managerial competence. (Contains 64…

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.…

The theory of organizational alignment considers the extent to which organizational strategy, structure, and culture create an environment that facilitates achievement of organizational objectives and development of high performance work organizations. Well-aligned organizations have systematic agreement among goals, tactics, reward systems, and…

A study of 288 hospital employees engaged in problem-solving groups found that previous group problem-solving experience, educational level, work expertise, and problem-solving confidence were the best predictors of self-efficacy. (SK)

Analyzes concepts of education and training within the context of liberal adult education, finding significant differences. Compares the performance and learning models in human resource development, concluding that learning is conceptually richer and more comprehensive. (SK)

Reports on a study of 208 manufacturing managers that found a positive correlation between the seven dimensions of learning organizations and four measures of business financial performance. "Invited Reaction" by Timothy T. Baldwin and Camden C. Danielson critiques the use of key respondent perceptions and bottom-line performance.…

Case studies of seven Australian manufacturers found the following: (1) relationship between training and deliberate business strategy; (2) more training in more-automated firms; (3) relationship between work form (autonomy/control) and training type (behavioral/technical); (4) more training associated with less-formal labor relations; and (5)…

Action learning is the primary influence on British human resource development (HRD). However, action learning does not readily acknowledge that individual identity is shaped by events outside the organization as much as within it. Thus it does not view human beings as human "becomings," a view that supports HRD as a strategic process…

The main purpose of this exploratory study was to examine the relationship between certain learning organization characteristics and change adaptation, innovation, and bottom-line organizational performance. The following learning organization characteristics were found to be the strongest predictors of rapid change adaptation, quick product or…