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Organization Type (organization + type)
Selected AbstractsFactors affecting transfer of training in ThailandHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2005Siriporn Yamnill To begin the validation process for the Learning Transfer System Inventory (LTSI) in Thailand, research replicating Holton, Bates, and Ruona's study (2000) was conducted in Thailand. The LTSI was administered to 1,029 employees. Exploratory factor analysis and MANOVA were used to identify factors. A factor structure almost identical to that of Holton and colleagues was identified. Perceived content validity of the training was identified as the most important factor. Organization type created the greatest number of differences among variables tested. [source] Does Gender Still Matter?GENDER, WORK & ORGANISATION, Issue 4 2007A Study of the Views of Women in the ICT Industry in New Zealand Using data from in-depth interviews with female information and communication technology (ICT) professionals from New Zealand's four main cities, this article uses a social constructivist framework to investigate the women's perceptions of their ICT work place. The results show that there are regional differences in organization type, job category and salaries, as well as in the perceptions of the women towards their environment. Most women did not actively seek to be employed in ICT , rather their entry was serendipitous. While they enjoyed working in the environment, there was an obvious gendering of the workforce with most technical positions being held by men and women working mainly in the softer side of ICT. The women perceived their gendered roles to be a highly important and an integral part of ICT and believed their salaries were equitable with their male colleagues. Having a greater understanding of how women view their ICT work place will contribute to attracting and retaining them in an industry where a shortage of skills is envisaged in the near future. [source] Leadership competencies: An exploratory study of what is important now and what has changed since the terrorist attacks of 9/11JOURNAL OF LEADERSHIP STUDIES, Issue 2 2008Taylor E. Sparks This exploratory study attempts to identify the leadership competencies that managers believe are needed to be successful across different managerial levels and organization types (manufacturing, finance, insurance, and banking, health, transportation, communications, and utilities, wholesale and retail trade, private nonprofit, and public) and presents an analysis of whether changes in the importance of certain leadership competencies over time coincided with the 9/11 terrorist attacks in the United States. Our findings suggest that the leadership competencies leading employees and resourcefulness were the most important across all managerial levels and organization types studied. Moreover, leadership competencies important (or not important) for one managerial level or organization type seem to be important (or not important) for others. Furthermore, leadership competencies important before 9/11 remained important immediately after 9/11, 2 years after 9/11, and are still important today. These findings may have implications for leadership training and development, selection, and succession planning. [source] | ||||||||||