This study brings together findings from different research angles on informal feedback in the workplace. We explore the individual and joint influences of three contextual antecedents of seeking feedback: support for learning, psychological safety, and work pressure. Based on our survey of 138 employees from various organizations, hierarchical…

Mentoring as a form of strategic human resource management is an interesting addition to the HRD literature because it provides a mechanism of change for individual employees. Numerous studies have demonstrated the benefits of mentoring to both the employee and the firm; yet, a recent review of mentoring research argues that mentoring has less…

Organizational experts have long touted the importance of delivering negative performance feedback in a manner that enhances employee receptivity to feedback, yet the broader impacts of constructive feedback have received relatively little attention. The present investigation explored the impact of constructive, critical feedback on organizational…

An emerging phenomenon, the older worker reporting to a much younger supervisor, is reversing the tradition that managers are older and more experienced than subordinates. These age-related demographic changes are bringing about a role reversal in the workplace that violates established age norms, creating status incongruence in the…

This article investigates the impact of perceived organizational learning culture and leader-member exchange (LMX) quality on organizational commitment and eventually on employee turnover intention. Employees exhibited the highest organizational commitment when they perceived a higher learning culture and when they were supervised in a supportive…

Multisource ratings and feedback are now central components of many leader development programs. Research evaluating the outcomes of multisource feedback (MSF) underscores the importance of facilitation strategies that help leaders to interpret and use their feedback throughout the development process. Scholars and practitioners have recommended…

Trainee perceptions of transfer climate have been found to be an important predictor of transfer of training. Self-efficacy has also been identified as an important individual difference related to transfer. Few studies have examined how these variables work together to enhance or limit performance following training. In a field study of 37…

The present investigation offers some insight for human resource development (HRD) practitioners and researchers focused on helping employees pursue learning goals as they adapt to organizational changes. Using a repeated measurement over a five-year time period, this study examined goal orientation, learning self-efficacy, climate perceptions,…

Jordanian policymakers rely on trained supervisors to lead organizational change in public administration. The impact of training, however, remains weak unless trainees apply what they have learned (training transfer). In order to assess training transfer, the present study validates a Classic Arabic version of the Learning Transfer System…

Hall, Leidecker, and DiMarco write that upward performance appraisals are supposed to improve communication and increase worker satisfaction. Concerns are related to subordinate qualifications and bias, lack of time, and acceptance of results. Three types are subordinate oriented, cross-hierarchical, and self-inclusive. Stoner's reaction argues…

Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching behavior…

Employees surveyed (265 responses from 344) expressed the following performance appraisal preferences: appraisal by immediate supervisors; prior knowledge of expectations; ongoing informal feedback; semiannual formal appraisals; and developmental evaluation focused on the results of work. (SK)

A total of 291 supervisors were assigned to 3 groups (in-house training, external training, no training) for training in management of troubled employees. Both forms of training were effective in improving supervisors' knowledge of employee assistance programs. Supervisory training was best viewed as a process, not a single event. (SK)

A survey of 262 hospital supervisors and managers found that managers who were satisfied with employee career development were more committed to the organization and perceived more organizational support. They were also more likely to provide career development for their own supervisees. (Contains 46 references.) (SK)

Of a group of 91 trainees, 35 had a pretraining expectations discussion and posttraining follow-up with their managers and 35 did not. Those who received management support had significantly higher transfer and a more positive perception of the forces in the work environment encouraging transfer. (SK)