A comparison was made of IBM employees in traditional offices (n=4,316), virtual offices (n=767), and home offices (n=441). Home office teleworking helped balance work and family and enhanced business performance with cost savings. Virtual office teleworking was associated with less work-family balance and less successful personal/family life.…

Explores superiors' evaluations of leadership skills of their managers to determine if sex differences exist. Rates middle and upper level male and female managers on "Benchmarks," a multirater feedback instrument. Detects no sex differences except that females rated higher in putting people at ease. (PA)

Explains performance-centered learning (PCL), an approach to optimize support for performance on the job by making corporate assets available to knowledge workers so they can solve actual problems. Illustrates PCL with a Web site that provides just-in-time learning, collaboration, and performance support tools to improve performance at the…

Discussion of assessing training effects on corporate outcomes focuses on a study that examined the effects of trainee characteristics on training effectiveness in terms of job performance improvement. Investigates reasons for leaving and high turnover of company personnel. (Author/LRW)

Data from 359 military officers (measures of personality, ability, and congruence) and supervisor and peer performance ratings were analyzed. Personality and person-environment fit were related to performance. Extroverts and those whose interests were congruent with their work environment tended to receive higher ratings. (Contains 41 references.)…

A three-component organizational commitment model was tested with 253 Chinese supervisor/supervisee dyads. Confirmatory factor analyses indicated that affective commitment (AC) related positively to in-role performance and organizational citizenship behavior (OCB); continuance commitment correlated negatively with OCB. Normative commitment…

Two managers described as high performing constructed complexity maps of their organization/world. The maps suggested that high performance is socially constructed and negotiated in specific contexts and management competencies associated with it are context specific. Development of high performers thus requires personalized coaching more than…

Naquin and Holton report how the NEO Five-Factor Inventory and Positive and Negative Affectivity Schedule were used to measure motivation to improve work through learning of 239 trainees. Positive affect, work commitment, and extraversion were significant antecedents of motivation. Invited reaction by Rodney A. McCloy and Lauress L. Wise raises…

Presents a model for calculating the return on investment in outdoor experiential training that focuses on pre- and posttraining behavior and business performance. Includes a method for converting data on turnover, absenteeism, productivity, quality, and job performance into monetary values to compute return. (Contains 54 references.) (SK)

An action learning approach to help managers enhance learning capacity involved a performance management seminar, work by action learning sets, implementation of a new performance management instrument with mentoring by action learning facilitators, and evaluation. Survey responses from 392 participants revealed satisfaction with managerial…

Among 166 African American managers, those who were the only minority-group member in their workgroup perceived more stereotype threat. Stereotype threat was related to indirect feedback seeking and discounting of supervisors' performance feedback. (Contains 41 references.) (SK)

A literature review leads to a model for using performance appraisal information in the process of analyzing training needs. The model identifies performance discrepancies, determines causes, and chooses interventions based on internal (employee) and external (work environment) factors. (SK)

Used data from 4,039 job incumbents from 9 military jobs to determine degree of validity generalization across major components of performance and degree of validity generalization across jobs within each major performance factor. Major findings were that different predictor equations were needed for each of 5 criterion factors. (Author/NB)

Transfer of training happens when learned behavior moves from the training environment to the job--the impact of instruction on the trainees' subsequent job performance. (JOW)

Defines followership in the workplace. Focuses on federal workers and how they compare to workers in other governmental and private sector settings. Identifies eight dimensions of followership: (1) partnership; (2) motivation; (3) competence; (4) sense of humor; (5) dependability; (6) positive working relations; (7) speaking up; and (8) proper…