Human Resource Programs Research Articles

Repurposing english language CBT to Japanese language WBT using an international translation authoring program (iTAP)

Performance ImprovementVolume 45, Issue 10 p. 9-14 Research Article Repurposing english language CBT to Japanese language WBT using an international translation authoring program (iTAP) Richard M. Cavagnol, Richard M. Cavagnol Richard M. Cavagnol: is a senior manager, e-Learning, and one of Deloitte Consulting's thought leaders in instructional systems development, adult learning andragogy, and e-learning strategy. He is a seasoned senior consultant, executive, and entrepreneur, with more than 25 years' experience in the technology-based training arena, where he has proposed, sold, and managed domestic and international multimedia training projects for IBM, WICAT Systems, National Education Corporation, Sandy Corporation, Technology Applications Group, and PricewaterhouseCoopers. Richard's breadth of training development experience includes manufacturing, business processes, human resource, quality, communications, and public sector programs developed and delivered in a variety of formats and media including print-based and instructor-led, computer-based, interactive videodisc, web-based, online help, electronic performance support, satellite, and virtual classroom. He may be reached at rcavagnol@deloitte.com.Search for more papers by this authorNiladri Sekhar De, Niladri Sekhar De Niladri Sekhar De: is a senior technical manager and consultant, specializing in application design and development, working at Westbase Technology Private Limited in Pune, India. He has more than 10 years of software design and development experience. He has successfully managed and coordinated design, development, and integration activities in several projects across cultural and geographical boundaries. Niladri has worked on several e-learning projects during his three-year stay in the United States. He has designed and developed several web-enabled e-learning solutions that conform to AICC and SCORM guidelines. He also managed the integration of the e-learning systems with leading learning management system (LMS) and learning content management systems (LCMS) from vendors like Knowledge Planet, Saba, Pleateau, Outstart, and others. During his career he has gained strong exposure to several key industries, including the finance, production, and service industries. Niladri may be reached at niladrisde@gmail.com.Search for more papers by this author Richard M. Cavagnol, Richard M. Cavagnol Richard M. Cavagnol: is a senior manager, e-Learning, and one of Deloitte Consulting's thought leaders in instructional systems development, adult learning andragogy, and e-learning strategy. He is a seasoned senior consultant, executive, and entrepreneur, with more than 25 years' experience in the technology-based training arena, where he has proposed, sold, and managed domestic and international multimedia training projects for IBM, WICAT Systems, National Education Corporation, Sandy Corporation, Technology Applications Group, and PricewaterhouseCoopers. Richard's breadth of training development experience includes manufacturing, business processes, human resource, quality, communications, and public sector programs developed and delivered in a variety of formats and media including print-based and instructor-led, computer-based, interactive videodisc, web-based, online help, electronic performance support, satellite, and virtual classroom. He may be reached at rcavagnol@deloitte.com.Search for more papers by this authorNiladri Sekhar De, Niladri Sekhar De Niladri Sekhar De: is a senior technical manager and consultant, specializing in application design and development, working at Westbase Technology Private Limited in Pune, India. He has more than 10 years of software design and development experience. He has successfully managed and coordinated design, development, and integration activities in several projects across cultural and geographical boundaries. Niladri has worked on several e-learning projects during his three-year stay in the United States. He has designed and developed several web-enabled e-learning solutions that conform to AICC and SCORM guidelines. He also managed the integration of the e-learning systems with leading learning management system (LMS) and learning content management systems (LCMS) from vendors like Knowledge Planet, Saba, Pleateau, Outstart, and others. During his career he has gained strong exposure to several key industries, including the finance, production, and service industries. Niladri may be reached at niladrisde@gmail.com.Search for more papers by this author First published: 01 November 2006 https://doi.org/10.1002/pfi.4930451024Citations: 1 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume45, Issue10November/December 2006Pages 9-14 RelatedInformation

"HR 프로그램의 절차적 ROI 프로세스 모델 개발"

"HR 프로그램의 절차적 ROI 프로세스 모델 개발"

The Impact of Investors in People on Small Business Growth: Who Benefits?

Investors in People (IiP) plays a central role in the UK government's policies for workforce development. Small firms have been a particular focus of government support with IiP along with claims that the scheme will enhance the performance of these firms. However, it is argued in this paper that such benefits are unlikely to accrue to all types of small firm. In particular, only those businesses with a comparative advantage from investing in formalised human resource programmes are likely to experience enhanced performances. An econometric model is developed and applied to examine this issue empirically. The model incorporates the multistage decisionmaking processes that are entailed for firms involved with IiP In this manner we are able to control for selection bias in the performance (employment growth) estimates. The empirical results support the contention of comparative advantage. Businesses that choose IiP achieve enhanced growth as a result of their investments. In contrast, the impact for an ‘average’ small firm is neutral.

Absenteeism survey points out need for changes in human resources programs

This article reports on a survey of American workers that discovered they were more likely to use “sick time” for personal or family needs rather than actual illness, pointing out the need for work‐life and absence‐control programs that recognize changing workforce demographics and values. The article reports statistics on absenteeism and discusses examples of effective work‐life programs for reducing unscheduled absences.

Training and Development: Best Practices

The IPMA HR Benchmarking Committee has identified a series of successful approaches—“best practices”—in key human resource areas from the 2001–2002 HR Benchmarking Survey. The primary purpose of the benchmarking project is to provide human resource practitioners with tools, models, skills, methods, and data to improve the effectiveness of their human resource programs for their customers. The main goal of the benchmarking project is to: identify, measure, and share the best practices of leading HR organizations so that others can compare their practices to these HR organizations and identify opportunities to improve their own organizations. Rarely can a program or solution seamlessly transfer to every other organization, but the IPMA HR Benchmarking Committee will feature successful models for HR professionals to review and determine whether they may adopt or adapt the practice—or elements of the practice—in their own organizations. In conjunction with IPMA's available benchmarking data, the HR Benchmarking Committee will use the following criteria to determine which agencies have “potential” best practices. Training and Development was one of the “best practice” program areas identified. Linda Bjornberg, a member of the Benchmarking Committee, discusses the innovative and successful efforts of the selected HR organizations in measuring the impact of training on their organizations' missions. Successful over time Quantitative and/or qualitative results Recognized or recognizable positive outcomes — customer satisfaction — positive impact Innovative Replicable — transferable with modifications — portable — adds value by improving service, quality and/or productivity Meaningful to Users of the Benchmarking Site

Computer Programming Job Analysis

This study investigated relative uses of computer programming job characteristics across different organizations and effects of different demographic variables on job analysis ratings. Data were collected from 201 computer programers of 6 different organizations through checklist. Principal component analysis noted four mostly used job characteristics as program writing and testing, human relations, data analysis and user satisfaction. Of them only data analysis differed among different organizations significantly. No significant main and interaction effects of the demographic variables on job analysis ratings were noted. Results were explained in terms of different human resource program design.

Total Rewards Strategy: The Best Foundation of Pay for Performance

Successful pay-for-performance design and implementation begins with solid total reward strategy. This gives the company a structured platform from which future program decisions can be made consistently across the company, even as the environments change. It can also contribute to ensuring that human resource programs are aligned with the overall business strategy and the company’s direction. This article defines a total reward strategy to include base salary, variable pay including short-term and long-term incentives, other direct compensation, perquisites, benefits and performance management. Designing and implementing a total reward strategy is straightforward. An appropriate planning and a holistic approach are required to effectively link performance to these rewards.

Program Evaluation with Unobserved Heterogeneity and Selective Implementation: The Mexican Progresa Impact on Child Nutrition

The assessment of the impact of social programs is the subject of lively, sometimes heated debate over whether program evaluation is best conducted either by comparing mean outcomes from a randomized intervention or by using econometric techniques with nonrandom samples. This paper contributes to this debate through an examination of PROGRESA, a Mexican anti-poverty and human resource program, on child nutritional status. PROGRESA was randomly assigned at the locality level. However, a shortage in the availability of one component; a nutritional supplement provided to preschool children; led local administrators to exercise discretion in its delivery, systematically favoring those children with poorer nutritional status. While comparisons of mean outcomes suggest that PROGRESA had no or a negative effect on nutritional status, estimates that control for this heterogeneity using child specific fixed effects find that PROGRESA had significant and substantial positive impacts in increasing stature. The long-term consequences of these improvements are non-trivial; its impact working through adult height alone may result in a 2.9% increase in lifetime earnings.

Employees' Nonwork Obligations and Organizational Commitments: A New Way to Look at the Relationships

AbstractThe authors1 adopted a family resource view of nonwork obligations and examined these obligations' relationships to dimensions of employees' organizational commitment. Complex interactions were found between employees' marital status, number of children, and having relatives nearby as related to the continuance dimension, but not the affective dimension, of commitment. In particular, results were strongest when the focus was on employees' perceptions of whether they would experience a high personal sacrifice if they were to leave their organizations. These findings are discussed in the context of developing family‐friendly human resource programs that may help employees feel less “trapped” in organizations. © 2001 John Wiley & Sons, Inc.

The Mystery of the Vanishing Benefits: An Introduction to Impact Evaluation

This article provides an introduction to the concepts and methods of impact evaluation. The author provides an intuitive explanation in the context of a concrete application. The article takes the form of a short story about a fictional character's on‐the‐job training in evaluation. Ms. Speedy Analyst is an economist in the Ministry of Finance in the fictional country of Labas. In the process of figuring out how to evaluate a human resource program targeted to the poor, Ms. Analyst learns the strengths and weaknesses of the main methods of ex post impact evaluation.

Culture and career advancement in Europe:: Promoting team players vs fast trackers

This paper reports the results of a study of the cultural influences on career systems and job promotion. The authors report the conclusions reached during the first phase of a large European study on managerial decision-making. Nearly 300 managers participated in this phase, which surveyed 25 firms from the financial sectors of France, Germany, Italy, Spain, and the United Kingdom. Models built upon Sonnenfeld and Peiperl's 11 career typology and on Derr 12 and Evans et al. 13 cultural career maps are examined. The results of this study indicate that nationality is a good determinant of the choice of internal or external promotion systems. It also finds that individual self-interest remains an important factor in managerial decision-making. The authors conclude that human resource programs designed to standardise career management policy across Europe may fail because of intentional and unintentional barriers.

Cultural influences on employee termination decisions:: Firing the good, average or the old?

This paper reports the results of an empirical study of the cultural influences on the choice of who to terminate in a general workforce reduction. The authors report the conclusions reached during the first phase of a large European study on managerial decision-making. Nearly 300 managers participated in this phase, which surveyed 25 firms from the financial sectors of France, German, Italy, Spain, and the United Kingdom. Models built upon classical economic theory and social justice theory are examined. The results of this study indicate that nationality is a good determinant of the choice of whom to dismiss. Some nationalities are more concerned about the social effects of dismissal on the individual and work group. Others are more concerned about the economic benefits or costs to the firm. The authors conclude that human resource programs designed to standardize career management policy across Europe may fail because of intentional and unintentional barriers.

Symbolic vs functional recruitment:: Cultural influences on employee recruitment policy

This paper reports the results of a study of the cultural influences cm employee recruitment. The authors report the conclusions reached during the first phase of a large European study on managerial decision-making. Nearly 300 managers participated in this phase, which surveyed 25 firms from the financial sectors of France, German, Italy, Spain, and the United Kingdom. Models built upon the works of Perlmutter and Heeman's (1974) international staffing policy framework and others are examined. The results of this study indicate that nationality is a good determinant of the choice of internal or external promotion systems. The data provide evidence that certain cultures are likely to recruit managers who represent a symbolic value for the organisation or its clients while other follow a more instrumental recruitment strategy. It also finds that individual self-interest remains an important factor in managerial decision-making because lower skilled managers may resist hiring higher skilled recruits. The authors conclude that human resource programs designed to standardise career management policy across Europe may fail because of intentional and unintentional barriers.

The need for global managers: a business necessity

Multinational corporations need to recognize the importance of international management development. Formal human resource programs, tied to business objectives, need to be established. Ignoring the importance of global management development leads to missed market opportunities. Understanding and support at the executive level is a necessity. Human resource information systems need to include international data elements to help in the identification of candidates. Training budgets have to shift course work from a domestic focus to multicultural and international marketplace issues. The home and host managers must agree to the objectives for the employee prior to the assignment start. Repatriation assignments must align with the experience.

Implications of Utility Analysis Adjustments for Estimates of Human Resource Intervention Value

This paper argues that most utility analysis (UA) applications are flawed because they employ an overly simplistic formula. This piece reviews the literature on UA adjustments and demonstrates that the adjustments have a large impact on resulting estimates. These results imply that human resources programs do not invariably yield positive returns; rather, intervention success is contingent on program-specific, organizational, and environmental factors.

Management development and retention programs in U.S. third-party logistics firms

To provide quality logistics services, it is essential for third-party logistics (3PL) firms to develop an effective human resource program that ensures successful development and retention of qualified managers. By reporting the results of a survey of current U.S. 3PL firm development and retention practices and experiences regarding junior managers, this article provides a benchmark for 3PL firm managers who seek to improve management development and retention programs. Efforts to improve human resource programs should focus on improving orientation programs, mentoring, job enrichment, formal career planning, job relocation assignments, educational support, training and compensation.

Implications of utility analysis adjustments for estimates of human resource intervention value

This paper argues that most utility analysis (UA) applications are flawed because they employ an overly simplistic formula. This piece reviews the literature on UA adjustments and demonstrates that the adjustments have a large impact on resulting estimates. These results imply that human resources programs do not invariably yield positive returns; rather, intervention success is contingent on program-specific, organizational, and environmental factors.

Workplace Problems and Needs for Lesbian and Gay Male Employees

Abstract This article presents research findings pursuant to the problems and needs of lesbian and gay male employees, as perceived from a randomly selected national sample of employee assistance professionals. The research was based on a conceptual model for framing workplace interventions addressing issues of protection, inclusion and equity (PIE) for gay/lesbian employees. Findings indicate that heterosexual employees greatly underestimate the level of discrimination sexual minorities experience; women respondents were more sensitive to gay/ lesbian workplace issues than men; existing EAP and human resource services, programs and policies inadequately address gay/lesbian needs; significant differences exist between heterosexual and gay/lesbian employees' on perceptions of diversity training content and gay/lesbian EAP professionals feel the workplace is only somewhat “safe” for them as sexual minority employees.

Human resource management outsourcing: The make or buy decision

Executive Overview Just-in-time human resource (HR) management, sell and lease-back human resource programs, and do-it-yourself HR—all of these phrases characterize how companies manage outsourced HR functions. This article reports results of interviews conducted with senior HR executives and professionals in 25 organizations to identify outsourcing rationales and consequences. Companies were found to use HR outsourcing for both operational and strategic reasons. Based on these findings, we present guidelines for selecting vendors, managing the outsourcing transition, managing vendor relations, and monitoring vendor performance. HR outsourcing is not a fad, and it can enhance the HR value chain as well as support the development of HR as a business partner and strategic contributor to the organization's goals.

Polychronicity and temporal dimensions of work in learning organizations

States that today, the corporate environment is characterized by complexity, uncertainty, contingency and evolution. In these conditions, the design of a learning organization should be based upon Einstein’s conception of time, which represents a dramatic shift from our traditional organizations built upon Newton’s time. In this research, the author defined nine temporal dimensions of organizational culture (for instance schedules and deadlines) which could be managed in order to facilitate change and learning and examined them in relation to individuals’ polychronic behavior, a temporal orientation. Polychronic people do many things at once and experience time as a relatively intangible phenomenon that emerges from specific events. This empirical investigation shows that polychronic time use is related to several dimensions of temporal culture. These results can be used to make the development of learning organizations more effective, particularly when applied to human resource activities and programs.