Defines return on investment (ROI); describes the individual articles included in this special section of the journal which focuses on the process of ROI in organizations. Together, this collection of articles displays a wide variety of views about the necessity for ROI and the quality and quantity of its use. (AEF)

Reviews the literature on educational curricular change and applies findings to change in medical school settings. Found a consistent set of characteristics in the following areas associated with successful curricular change; these include: organizational mission and goals, history of organizational change, politics, organizational structure, need…

Examines contributions of academia to widespread underperformance and failure in information technology investments. Cites the dominance of economic-technological considerations over human-organizational ones. Concludes that interdisciplinary collaboration and dialog are needed to integrate the knowledge and expertise of information technology and…

Content analysis of 25 business college syllabi indicated that content skills related to diversity were being taught. Survey responses from 81 human resource managers suggested that college graduates were not adequately prepared to deal with diversity. Managers believed that process skills (team building, communication, managing and supervising…

Presents definitions of intellectual and human capital. Examines human capital from the individual perspective (employability, performance, career development) and organization perspective (investment, ownership, knowledge management). Reviews papers in the theme issue. (Contains 117 references.) (SK)

PepsiCo's change-leadership model starts with a teachable point of view, showing trainees how to think in different terms, develop a point of view, test it, crystallize the vision, and implement it. The human resources department plays an important role in articulating the point of view. (SK)

Suggests that performance consultants are at their best for the benefit of clients when they assume the role of facilitator, not solver of clients' performance problems. Describes the four requirements involved in facilitation: Facilitators, Exemplary Performers, a Model, and Resources. Illustrates how to implement and use the four features of…

Describes characteristics of a questioning culture in organizational development. Addresses questions on leading; learning; and information access as leverage. Lists fundamental employee questions that exist in every organization, and describes two positive effects that occur when these fundamental questions are recognized and become the overall…

Five Australian companies using total quality management (TQM) were evaluated to identify the relationship between learning organization characteristics and Baldrige quality award criteria. Companies' sustained commitment to learning was the most important practice underlying successful implementation of TQM. (Contains 37 references.) (SK)

Develops a model for privacy regulation in workplaces that identifies three elements: environmental mechanisms (physical elements of workspaces), behavioral mechanisms (overt and cognitive behaviors expressing territoriality or adaptation), and social mechanisms (organizational policy and social supports for individual and group privacy. (Contains…

A study investigated the hypothesis that strategic human resource development shapes rather than supports corporate strategy. Data from 96 companies were used to analyze and revise a model of strategic partnerships. (Contains 92 references.) (SK)

A leadership development program for managers used appreciative learning, based upon appreciative inquiry, an organizational development method focused on what organizations do well. Participants identified prior successful learning experiences for use in future work performance, creating a multiplier effect of positive experiences. (SK)

Interviews with eight diversity managers in multinational corporations revealed a variety of domestic and international diversity initiatives, especially in leadership and management. Formal and informal methods were used to plan them. Business unit managers were responsible for implementation. Evaluation was difficult and time consuming. (SK)

Discusses the need for performance improvement consultants to demonstrate the effectiveness of work the field performs. Presents suggested guidelines related to responsibility and consequence, planning and results, using scientific literature, needs assessment, and resistance to change. Concludes with likely disclaimers that should be faced. (AEF)

Many colleges use some form of an employee performance appraisal process. Yet, despite prevalent use, the performance appraisal process is facing growing criticism. The author reviews the literature regarding the process of performance appraisal in higher education, focusing on articles supportive of the use of the performance appraisal, and those…