Determinants of training transfer in the wine industry: conceptual hypotheses and results for Rioja (Spain)

This paper takes the perspective of both managers and of employees to examine the determinants of training transfer in the wine industry. To that end, a number of conceptual hypotheses are formulated focusing on three factors: the design of the training, the characteristics of the trainees, and those of the organization, with these being tested using information from the Rioja wine industry (Spain). Three contextual characteristics are compared: the company ownership, its location, and its size. The results indicate that, from the perspective of management, transfer is related to the organizational environment; while from the perspective of the employee, transfer reflects their motivation for training. According to managers, significant differences exist among the three contexts, while, according to employees, there are no contextual differences.     

Call for Papers—Feature Topic,Vol.12,No.3,2015

正Smart Grid Communications The electric power industry is undergoing profound changes as the industry aims to capture the promise of a smart grid for a sustainable energy future.Enabled by the advanced sensing devices such as Phasor Measurement Units(PMUs),increasingly powerful     

Coaching abroad: Insights about assets.

Global corporations usually settle on a list of management competencies that they use to select, appraise, and coach managers in all of their locations around the world. When first-time coaching managers are outside of this corporate world, they can be surprised to learn that there are some very different views on the competencies needed to be an effective manager. The asset management model described in this article evolved over several years of experience in coaching managers in underdeveloped nations from Africa through Asia. These coaching cases included government managers who were controlling millions of dollars of foreign aid and essential public services; they also included managers of small businesses who were providing employment and growing the local economy. An asset management model offers a culturally appropriate framework that defines management competency in terms of three core concepts: ambition, asset leverage and innovation. The model has since proven useful as a framework for coaching inexperienced managers in small high-tech and biotech firms in the United States. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Workaholic behaviors: Do colleagues agree?

Although workaholism has been hypothesized to have an effect on interpersonal relationships, few studies have obtained data from other individuals in a focal person's network. The present exploratory study examined level of agreement in both workaholism components proposed by Spence and Robbins (see record 1992-18384-001; work involvement, feeling driven to work, work enjoyment) and hours worked per week between 62 women and men in professional and managerial jobs and a self-nominated coworker. Data were collected using anonymously completed questionnaires. There was considerable agreement between the two individuals on levels of the three workaholism components and hours worked per week. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

电信企业管理胜任特征与管理绩效的关系

通过行为事件访谈与专家小组讨论,构建电信企业中层管理者的22个胜任特征项目;通过对测评数据的探索性与验证性因素分析.构建包括人格魅力、管理技能和管理素质三个胜任特征因子的电信企业中层管理者胜任特征模型;回归分析表明.三个胜任特征因子及其胜任特征指标对管理绩效具有不同程度的影响作用.     

影响会计诚信的因素分析

针对目前上市公司会计造假猖獗的严峻形势,提出解决问题的根本途径——建立诚信机制。诚信机制与法律法规有着相辅相成的关系,而会计诚信机制与三方面的因素有着密切的关系,即会计人员、经理人、中介机构。     

关于φ800×2800强力混合机修改方案的探讨

叙述选矿流程中使用的强力混合机与普通混合机相比 ,具有体积小、质量轻、混合时间短 ,效率高等优点 ,经过改造 ,应用前景广泛。     

'It's Not My Fault-But Only I Can Change It": Counterfactual and Prefactual Thoughts of Managers.

In testing for the self-serving bias in performance evaluation, the authors propose that comparing managers' counterfactual and prefactual thoughts about subordinates' performance is more conclusive than the attributional approach and also offers practical advantages. In a study with 120 managers, a 4-way interaction of subordinate performance, temporal perspective, direction, and reference confirmed the predicted pattern. Managers' thoughts about how a weak performance could have been enhanced had external references, but thoughts about how such a performance could be enhanced in the future focused on the leader. This asymmetry was only observed for weak performance. Results are discussed with regard to biases in leaders' performance evaluations and to how counter- and prefactual thoughts could be used for leadership research and practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Manager-employee "understanding" in the retail grocery and meat market.

Employees and managers in each of eleven retail food stores provided measures of "understanding" of each other by predicting the other's responses on two questionnaires. From these data, four measures of "understanding" were derived. These were correlated with rankings of the stores based on (1) employee ratings by the manager, (2) manager evaluations by the employees, (3) job satisfaction scores of the employees, and (4) judged efficiency of the retail unit. The first two ratings were not related to any of the measures of "understanding," but the latter two variables were significantly correlated with certain of the measures of "understanding." (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Age differences in coping and locus of control: A study of managerial stress in Hong Kong.

The present study involved data collection from 3 samples of Hong Kong managers to examine mechanisms by which age would relate to work well-being. A total of 634 managers was drawn by random sampling and purposive sampling methods. The results showed that age was positively related to well-being (job satisfaction and mental well-being). Furthermore, older managers reported fewer sources of stress, better coping, and a more internal locus of control. Multiple regression analyses suggested that the relations of age with 2 well-being indicators can be attributed to various combinations of coping, work locus of control, sources of stress, managerial level, and organizational tenure. (PsycINFO Database Record (c) 2010 APA, all rights reserved)