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| Editorial | |
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| On Playing Second Fiddle | |
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| Featured Article | |
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| The Effects of Alternative Reports of Human Resource Development Results on Managerial Support | |
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| The author used time-management training as the basis for a business scenario to examine the effects of three types of reports on managers' perceptions of usefulness | |
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| Reports using utility analysis and the critical outcome technique were rated as being more useful for decision making than an anecdotal evaluation report | |
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| Invited Reaction: The Effects of Alternative Reports of Human Resource Development Results on Managerial Support | |
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| Cascio recognizes the value of undertaking theory-based research to examine managers' evaluations of and decisions regarding HRD interventions | |
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| A further challenge exists in determining the links between such interventions and organizational outcomes | |
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| Articles | |
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| The Impact on Career Development of Learning Opportunities and Learning Behavior at Work | |
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| This study used a longitudinal design to examine the relationships of learning opportunities and learning behavior on career development among M.B.A. alumni from a European university | |
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| Perceived career development increased when respondents reported fewer obstacles and more support | |
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| Furthermore, tacit learning behavior was correlated with increased income | |
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| Translating Training Science into Practice: A Study of Managers' Reactions to Posttraining Transfer Interventions | |
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| Using scenarios with M.B.A. students, two types of training transfer interventions were examined: relapse prevention and supervisory support training | |
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| Furthermore, reports of the success of these interventions used utility analysis and research information | |
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| A low acceptance of either type of intervention appeared | |
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| Conceptualization and Exploration of Composite Career Anchors: An Analysis of Information Systems Personnel | |
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| This study examined whether multiple career anchors existed among information systems (IS) personnel and, if so, what impact might occur | |
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| Fifty-five of the 168 IS staff showed multiple career anchors, and such multiple anchors did not appear to affect career outcomes | |
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| Results from Organizational Development Interventions in a Technology Call Center | |
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| The effects on job satisfaction and organizational commitment were compared for a high involvement work process (HIWP) team, an autonomous team, a combined HIWP and autonomous team, and a control group | |
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| The combined HIWP/autonomous condition improved both job satisfaction and organizational commitment | |
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| Forum | |
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| Accidental Trainers Versus HRD Professionals | |
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| Review | |
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| Primal Leadership: Realizing the Power of Emotional Intelligence | |
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| Reviewed by Kit Brooks | |