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Book part
Publication date: 23 January 2020

Matthew Conner and Leah Plocharczyk

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Libraries and Reading
Type: Book
ISBN: 978-1-78973-385-3

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Article
Publication date: 11 July 2016

Paul R. Lyons

The purpose of this paper is to present some of the foundational characteristics of the effective delegation of authority. Taken from a broad array of research and…

Abstract

Purpose

The purpose of this paper is to present some of the foundational characteristics of the effective delegation of authority. Taken from a broad array of research and opinion, the fundamental aspects are given clear exposition.

Design/methodology/approach

Addressed in this paper are several areas that establish the basis for effective delegation to include the psychology of delegation, potential benefits, delegation and high performance human resource management practices, and fears of actually delegating authority.

Findings

Findings are grounded on actual practices which have been researched. There is a “science” to manager delegation of authority, and the critical information about how to delegate is presented.

Originality/value

This work gives shape to the actions that help to create effective delegation. There are many benefits that accrue from effective delegation, and these benefits are often under-represented.

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Human Resource Management International Digest, vol. 24 no. 5
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 2 October 2018

Paul R. Lyons and Randall P. Bandura

The purpose of this paper is to express metacognitive functioning in general terms and to explain how it influences employee learning/knowledge acquisition…

Abstract

Purpose

The purpose of this paper is to express metacognitive functioning in general terms and to explain how it influences employee learning/knowledge acquisition, self-regulation, engagement and growth mind-set.

Design/methodology/approach

The authors provide a viewpoint grounded on a review of recent research regarding the regulation of learning on-the-job. Concepts are expressed in a direct manner for the use of human resource practitioners and managers.

Findings

Metacognition is mental work that helps one to regulate and improve his/her learning. The authors find that there are ways for human resource practitioners and/or managers to assist employees improve their learning practices that ultimately influence work activities and outcomes.

Originality/value

Metacognition is not a scientific mumbo-jumbo; it represents how one learns to learn. In organizations, it is important to understand how a typical employee may improve her/his learning processing and learning outputs. Authors suggest that practitioners and managers attain some understanding of metacognition and how one may stimulate improved learning processing in employees.

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Human Resource Management International Digest, vol. 26 no. 6
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 30 April 2018

Paul R. Lyons and Randall P. Bandura

This paper aims to offer the views that the psychological construct, self-efficacy, is significantly related to high or strong performance at work and that a brief…

Abstract

Purpose

This paper aims to offer the views that the psychological construct, self-efficacy, is significantly related to high or strong performance at work and that a brief, efficient survey allows for managers and HR practitioners to assess individuals per the characteristic.

Design/methodology/approach

The authors performed a broad review of literature, mostly empirical research, focused in particular upon the linkage of self-efficacy with work performance. Important conclusions of this review are reported. Also researched were the existing measures (surveys and scales) of self-efficacy that demonstrated validity and reliability.

Findings

Hundreds of studies, in combination, have concluded that the construct, self-efficacy, is highly and positively related to individual motivation, self-confidence, proactive behavior, and work performance, among other valued characteristics. There are measures to use to assess individual beliefs regarding self-efficacy that may be used in for recruitment and placement decisions.

Originality/value

Clearly expressed is the substance and value of the self-efficacy construct which has been the subject of hundreds of studies. The importance of self-efficacy and its linkage to motivation and performance is expressed. A brief, statistically valid, and reliable instrument is offered in its entirety for use by managers and/or HR practitioners.

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Human Resource Management International Digest, vol. 26 no. 3
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 8 August 2016

Paul R. Lyons

The purpose of this paper is to provide human resources (HR) practitioners with some information and tools to assist managers become more effective delegators of…

Abstract

Purpose

The purpose of this paper is to provide human resources (HR) practitioners with some information and tools to assist managers become more effective delegators of authority. Included is information that might be used in a training session for managers.

Design/methodology/approach

Drawn from research and opinion is information that serves to help managers form solid partnerships with employees in sharing of some tasks and responsibilities. Several findings from research aim to illuminate key prescriptions for effective delegation. A survey instrument is provided to assist managers assess their own preferences in delegation practices.

Findings

Findings clear the fact that delegation can be deliberately planned and executed. There are several areas that can be assessed to ultimately guide a manager in effective delegation.

Originality/value

The originality of this paper lies in its potential to: a) assist and guide a manager as he/she goes about establishing an effective delegation; and b) the arrangement of the content of the paper to enable HR practitioners to use the material as a training module for managers.

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Human Resource Management International Digest, vol. 24 no. 6
Type: Research Article
ISSN: 0967-0734

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Book part
Publication date: 14 July 2006

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The Hidden History of 9-11-2001
Type: Book
ISBN: 978-1-84950-408-9

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Article
Publication date: 1 February 2001

Walter R. Blados, Gladys A. Cotter and R. Paul Ryan

The identification, acquisition, and utilisation of scientific and technical information is of paramount importance to the efficiency of the research and development (R&D…

Abstract

The identification, acquisition, and utilisation of scientific and technical information is of paramount importance to the efficiency of the research and development (R&D) process. With the advances in information technology and information management, increased international participation in the aerospace field, and the realities of scarce resources for every nation, the strategies and benefits for international cooperation and resource sharing are readily apparent. With this in mind, a Working Group was established in 1994 to examine the issues, strategies, and actions required to develop a mechanism for improving the access to, and use of aerospace and aerospace‐related information by developing a self‐sustaining, worldwide network of partner organisations committed to sharing their data and information resources. The Working Group decided that the Internet would be the most suitable vehicle to provide such a mechanism and developed a prototype International Aerospace Information Network (IAIN) Web site, providing a catalogue of aerospace information sources from which information searches can be launched.

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Online Information Review, vol. 25 no. 1
Type: Research Article
ISSN: 1468-4527

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Article
Publication date: 15 May 2019

Paul R. Lyons and Randall Paul Bandura

In this exploratory, correlational study the authors set out to demonstrate the relationships as well as inter-correlations among direct and indirect performance measures…

Abstract

Purpose

In this exploratory, correlational study the authors set out to demonstrate the relationships as well as inter-correlations among direct and indirect performance measures, along with measures of knowledge of cognition, and evaluation of cognition. The information helps inform manager learning and development. The purpose of this paper is twofold: first, primary purpose, to identify linkages of performance with individual’s efforts to improve their learning processes via metacognition; and second, secondary purpose, primarily for the benefit of practitioners, is the provision of detailed information regarding performance measures and practical measures of metacognition.

Design/methodology/approach

The study made use of correlation analysis among performance measures and measures of metacognitive effort. The design is not intended to support cause and effect relationships, nor demonstrate the technical, predictive value of measures.

Findings

A majority of associations among indirect performance measures with one another and with nearly all of the measures of knowledge of cognition, and evaluation of cognition were positive and significant (mostly at the 0.01 level). Findings offer broad support for the linkage of self-efficacy (SE), and core self-evaluation (CSE) with performance.

Practical implications

Relationships identified in this study may help practitioners alter and improve their practices/methods of identifying individuals who possess attributes that are highly related to performance and learning. The new knowledge may influence decisions about recruitment, selection and training.

Originality/value

Little research has focused on relationships among indirect performance indicators such as SE, CSE and established measures of metacognition. The present study helps to identify important relationships.

Details

Journal of Management Development, vol. 38 no. 3
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 8 May 2017

Paul R. Lyons and Randall P. Bandura

This paper aims to provide pragmatic guidance to HR practitioners and managers in the understanding and use of the psychological concept of mindset. This paper expresses a…

Abstract

Purpose

This paper aims to provide pragmatic guidance to HR practitioners and managers in the understanding and use of the psychological concept of mindset. This paper expresses a description of what mindset is and how it normally functions, as well as information about how mindset behavior is found in employee behavior on a day-to-day basis. Finally, examples are provided which show ways that managers and HR practitioners may use mindset information in coaching and mentoring employees to improve functioning and performance.

Design/methodology/approach

Academic research is reviewed. A brief summary of the relevant literature provides support for the descriptions, manifestation, and examples of mindset behavior.

Findings

Available academic research can provide useful information for practicing HR professionals and managers in encouraging and motivating employees toward enhanced performance.

Originality/value

Practical information is derived from academic research to equip managers and HR practitioners with helpful tools which can be used in real situations involving supervision of employees.

Details

Human Resource Management International Digest, vol. 25 no. 3
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 14 August 2017

Randall P. Bandura and Paul R. Lyons

This paper aims to provide some bounds to the concept of employee engagement, explain how it links to job performance and offer a practical training tool, skill-charting…

Abstract

Purpose

This paper aims to provide some bounds to the concept of employee engagement, explain how it links to job performance and offer a practical training tool, skill-charting (SC), that can assist a manager and her/his employees attain higher levels of work engagement.

Design/methodology/approach

The discussion of SC and employee engagement is based on a literature review of recent research.

Findings

In the realm of opportunities for managers to encourage and enhance employee engagement, the learning and problem-solving tool, SC, presents a practical means to achieve positive results in several domains.

Originality/value

There are few instances in the literature where highly specific advice is offered to practitioners regarding how managers can quickly and directly stimulate, encourage and assist employees to reach higher levels of engagement. The approach suggested in this paper can be of much value to both manager and employees.

Details

Human Resource Management International Digest, vol. 25 no. 6
Type: Research Article
ISSN: 0967-0734

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