Clarifies the purpose of developing lists of competencies for each job in an organization and looks at how competencies can be used productively for employee development. Describes a process for identifying competencies that, if acquired, will help overcome known barriers to successful performance. (JOW)

Describes training programs based on the secrets of star performers in a company. Discusses the steps to implementing a star performer program: (1) determine that there is an identifiable performance deficit; (2) define and identify the star performer; (3) determine how star performers do it; and (4) train the average performer. (JOW)

Effective problem solving depends on adopting the appropriate frame of reference to guide the search for solutions. If the problem is mislabeled or the wrong frame of reference used, the chances for success are lower. (SK)

In a study of 221 employees, perceptions of organizational culture and discrepancy between ideal and actual culture predicted both task performance and contextual (altruism, conscientiousness, organizational citizenship) performance. Organizational warmth, organizational competence, and reward were significant predictors of contextual performance.…

The Pygmalion effect--or self-fulfilling prophecies--has not been supported in educational research but it has in training and workplace-learning studies. Implications for workplace-learning design, trainee self-esteem, and trainer behaviors can be derived from these research findings. (SK)

A 6-month study of 157 workers being mentored found that proteges with high-quality mentoring relationships had higher levels of organizational commitment over time. Relationship quality also influenced levels of self-reported organizational citizenship behavior (helping co-workers, volunteering beyond job duties). However, such behavior was not…

Performance feedback methods in paid work can be applied to the management of volunteers. A survey of 32 Western Australian organizations indicated that 21 provided feedback based on performance standards in the job description. (SK)

Offers five performance measurement lessons: (1) focus on the business; (2) build a bridge between line and training; (3) track progress, not proof; (4) know that you are already doing it; and (5) track cause and effect. (JOW)

Top 10 rater skills needed to conduct performance appraisals were identified by 149 managers. These competencies were related to four phases: performance planning, performance management/coaching, written appraisal, and appraisal review. Organizations often failed to train raters because they assumed they knew how to appraise or because of time…

Managers in service and manufacturing organizations (n=433) identified top practices for improving their performance as focus, feedback, and learning from experience. There was a disparity between the management development they want and what organizations provide. (SK)

A Person-Environment-Occupation model of occupational performance enables occupational therapists to target interventions at different components and implement interventions at different levels and in context. A person's occupational preference is considered in multiple ways depending on environmental factors. (SK)

Ethnographic interviews with 3 teams of 26 computer programmers revealed how levels of collectivism or individualism differed as groups solved problems. Cultural cohesion was identified as a separate construct from collectivism. (Contains 53 references.) (SK)

Focuses on specific actions and activities that a senior-level information technology manager in higher education, such as a chief information officer, might use after starting a new job to help ensure his or her success. (EV)

An extension of emotional intelligence research demonstrated that leaders' moods play a key role in organizational climate and effectiveness. A process for developing emotionally intelligent behaviors emerged: developing self-awareness, collecting 360 feedback, action planning, learning new habits, and cultivating a community of supporters. (SK)

When confronted with the problems of urban school districts, such as an ever-increasing achievement gap, the underfunding of school districts, increased shortages of qualified teachers, greater emphasis on accountability, and the loss of public confidence, African American superintendents have considerable difficulty leading their school…