Management development programmes are increasingly being studiedand evaluated, regarding their efficiency and effectiveness. Presentsthe results of a survey of 155…
Management development programmes are increasingly being studied and evaluated, regarding their efficiency and effectiveness. Presents the results of a survey of 155 directors and vice‐presidents of personnel and human resource management departments regarding the current status of their management development programmes. The results indicate that management development programmes do not seem to differentiate between levels of management. This held true across a wide spectrum of training areas. The results also indicated that the approach used in teaching (pedagogy) was consistent across management levels. This lack of variety according to management level seems to go counter to current theory regarding the differences in skill requirements between management levels.
Concentrates on ethics, leadership and responsibility in the business world in the USA today. Looks at how distrust in the workplace has increased for workers, which…
Concentrates on ethics, leadership and responsibility in the business world in the USA today. Looks at how distrust in the workplace has increased for workers, which breeds dissatisfaction. Comments on ethics courses and pinpoints some of them and the universities involved. Employs tables to aid in explanation and methods. Sums up that educational institutions cannot accomplish the mission alone and students can have a two‐way experience with regard to experiences prior to enrolment.
Volume 25 celebrates the 25th year of publication for the American Journal of Business (AJB). Launched by eight MAC schools of business in March 1986, the Journal has featured more than 700 authors who have contributed more than 330 research articles at the intersection of theory and practice. From accounting to marketing, management to finance, the Journal prominently covers the breadth of the business disciplines as a general business outlet intended for both practitioners and academics. As the Journal reaches out beyond the MAC in sponsorship, authorship, and readership, we assess the Journal’s first quarter century of impact.
– The aim of this paper is to explore how employees make sense of their work context and its influence on their learning orientation to improve their quality of work life.
The aim of this paper is to explore how employees make sense of their work context and its influence on their learning orientation to improve their quality of work life.
Qualitative data drawn from a dynamic online discussion that spanned three years were used in the content analysis. A total of 137 MBA participants from a university in the southwest of the USA contributed to the online forum.
Perception of work-life context influences the cognitive intent of employees in such a way that they change their learning orientation and develop learning strategies to improve their current work conditions. These strategies are in turn influenced by their sensemaking of the context to determine their quality of work life.
The study illuminates the relationship between learning and context through the theoretical perspective of sensemaking. It extends the concept of learning orientation as operating at the individual and group levels other than the organizational level.
Organizational leaders and human resource development (HRD) professionals will recognize how certain contextual stimuli can trigger their employees ' readiness to learn and improve their work life. They can direct their employees ' learning orientation through job redesign and job enrichment.
The study provides a learning context to quality of work life, an area that has not been extensively researched in the HRD literature. By exploring sensemaking of quality of work life in the context of learning, the paper offers a more encompassing perspective of learning orientation and quality of work life contexts.