This paper presents the main results obtained from 40 in-depth interviews with persons in charge of human resources and/or company directors, and from a questionnaire targeting 872 companies surveyed from a data base of the 5,000 main Spanish companies. The objectives of this paper are the following: first, to identify the competencies required of…

The role of nonprofit human service executive directors in their organizations' program evaluation process is described. Recognizing that the leader's perspective from within the organization is fundamental to building capacity for and utilizing program evaluation, this study examines 42 executive directors to determine how they view program…

Purpose: The aim of this paper is to investigate whether those involved with recruitment/selection (RS) react differently towards male and female trainee managers. Design/methodology/approach: Measures of the perceptions towards trainee managers were collected from 440 managers and professionals involved in recruitment/selection (RS). Findings: It…

Purpose: The purpose of this paper is to examine the pattern of outward foreign direct investment (FDI) by Irish MNCs, and more specifically, to investigate their approach to human capital development and how these correspond to foreign MNCs in Ireland. In particular, it seeks to investigate training and development expenditure, adoption of…

Purpose: The paper seeks to explore the influences of service quality in higher education and the perceptions associated with the implementation of a Singapore tertiary institution. It draws on the underpinnings of SERVQUAL, and discusses the dichotomy and interrelation between customer perception and expectation. Design/methodology/approach:…

Responses from 181 accountants and 74 human resources professionals (14.2% response rate) identified areas in which they feel entry-level accountants are deficient: verification of computations by hand and the level of job and internship experience, especially with computers. (SK)

College training and organizationally based training are not prevalent enough or specialized enough to meet the future demand of personnel specialists and managers. The organized profession must develop the methods to systematically provide information and must stimulate activity in colleges and organizations to develop major training centers.…

An annual survey of corporate trainers (n=2,054) found a 4% rise in salaries. Women's salaries rose an average of 8%; female trainers (51% of respondents) now earn 82% of what male trainers earn. Trainers in the Northeast and Pacific Northwest were the highest paid, and the overall salary rise was largely in organizations with the highest revenues…

Surveys of Fortune 500 companies in 1978, 1985, and 1995 revealed trends and preferences in content of resumes and cover letters. Compared to earlier years, current preferences were for both letters and resumes in the initial contact, more emphasis on grammar and spelling, and acceptance of two-page resumes. (SK)

A survey of 2,100 American Society for Personnel Administration practitioner members was conducted to assess reactions to the objectives and benefits of the Personnel Accreditation Institute's voluntary certification program. Survey results are reported and discussed. (CT)

A survey of 700 top-level human resource executives that elicited 309 responses revealed the highest priority ranking of 24 human resource issues to be: productivity improvement, controlling costs of employee benefits, compensation planning and administration, employee communications, upgrading management training development programs,…

Analysis of workplace experiences recounted by 29 human resource development (HRD) professionals uncovered 3 themes: emphasis on people and work processes, need for greater personal control and security, and desire for task and functional equity. Findings suggest that HRD is an occupational culture more concerned with employee development and…

Data from a survey of executive development directors were the basis for this mentoring program framework, consisting of (1) program development (protege and mentor selection, training, and linkage); (2) implementation (career and psychosocial functions); and (3) evaluation (formal and informal outcomes assessment). (SK)

Tested hypotheses derived from expert recommendations regarding appropriate resume format. Personnel professionals (N=230) evaluated applicants submitting functional resumes more highly than applicants submitting chronological resumes. Discusses implications of these findings. (ABB)

Examined sex bias in hiring by personnel directors. Personnel directors (N=86) rated bogus job applications on their qualifications and likelihood of being considered for the position, expected performance, and expected success in the job. Found higher access ratings were given to the sex-stereotypical applicant when the applicant's credentials…