Discusses the various approaches to creativity taken by various corporations and whether there is a difference between creativity and problem solving. Distinguishes between adaptive creativity--whereby employees find better ways to do their work--and innovative creativity--the ability to produce really big or strange ideas. (JOW)

Some workers may consistently try to avoid failure, responsibility, and negative feedback. Trainers can help by assessing organizational circumstances; assist avoiders in developing knowledge, skills, and positive attitudes; and locate employee assistance programs or counseling if needed. (JOW)

Examines "g supposition"--that general cognitive ability (g) is sufficient as descriptor of work-relevant abilities. Reviews 34 studies and reports new research on relevance of 14 cognitive and noncognitive abilities to 6 job clusters. Studies cited and reported indicated that "g" is insufficient as descriptor of work-relevant abilities.…

Presents 10 rules for effectively using graphs as performance improvement tools. Pie charts, bar graphs, cumulative graphs, and scatter diagrams are discussed, and a case study illustrates how setting goals and using graphs for feedback on performance can be effective. (LRW)

Describes an electronic performance support system, a computer-based tool that can provide instant, job-related help to people while they are doing the job. (JOW)

Discusses competencies that are needed by workers in today's organizations and explains the conditions that are needed for competencies to be used. Five basic competence groups are described: (1) job competencies, (2) interpersonal competencies, (3) background competencies, (4) organizational competencies, and (5) self-management competencies.…

Outlines three phases of performance improvement: performance analysis, needs assessment, and support intervention. Provides an example of an application of performance technology through these phases to an electronics company's performance problem. (SK)

Provides two meanings for the term "competency." One refers to the outputs or results of training, that is, competent performance. The other refers to the inputs, or underlying attributes, required of a person to achieve competent performance. Includes a typology to show that the term has several meanings depending on the context. (JOW)

Data from 2,163 managers indicated that feedback from multiple sources (self, supervisor, peer, subordinate) influenced their development goals. Subordinate ratings were the most important influence on goal setting. The relationship between performance ratings and goal selection was stronger for lower-level managers. (SK)

Data from 559 undergraduates provided modest evidence that Holland's taxonomy of work environments moderated the relationship between personality and performance. The traits of agreeableness and conscientiousness were better predictors of performance in certain environments. The important relationship between personality and performance may be…

This qualitative study explored how employees learn from Team Primacy Concept (TPC) based employee evaluation and how they use the feedback in performing their jobs. TPC based evaluation is a form of multirater evaluation, during which the employee's performance is discussed by one's peers in a face-to-face team setting. The study used Kolb's…

We tested the hypothesis that employees are willing to maintain their motivation when their work is relationally designed to provide opportunities for respectful contact with the beneficiaries of their efforts. In Experiment 1, a longitudinal field experiment in a fundraising organization, callers in an intervention group briefly interacted with a…

This study aims to gain insight into some of the factors that determine the transfer of training to the work context. The present research examined the relationship between three types of predictors on transfer of training, including training design, individual characteristics and work environment. Data was collected at two points in time from 182…

We developed a four-study research plan to examine the dispositional antecedents of political skill and its job performance consequences, and also to incorporate the mediating role of reputation, drawing upon a recent theoretical model of political skill in organizations. Study 1 established the psychometric properties of the two reputation scales…

Performance reviews, while stressful, can prepare employees for the next stages of their career. The best performance reviews are those where the supervisor knows the employee's skills and talents and offers suggestions on how to use those talents to develop other areas of job performance and professional growth. In this article, the author…