Summarizes the results of the American Society for Training and Development Human Resource and Performance Management Survey of 1996 that examined the performance outcomes of downsizing and high performance work systems, explored the relationship between high performance work systems and downsizing, and asked whether some downsizing practices were…

Researchers examined the work behavior of five elementary school principals in two northeastern states and found that their activities exhibited typical intensity, variety, and fragmentation, showed many individual differences, and were less hectic than those of secondary principals examined earlier. The authors also discuss the limitations of…

A 5-year performance analysis of managers in more than 500 school districts used a nonlinear, interactive, contingent model of management. Empirical support was found for key elements of the network-management portion of the model. Results showed that public management matters in policy implementation, but its impact is often nonlinear. (Contains…

Data from the National Longitudinal Survey of Youth indicate that most young men and women are promoted in their jobs on the basis of performance. Although a gender gap in the rate of promotion does exist, the gap was smaller in 1996 than in 1990. (Author)

The purpose of this study was to determine the relationship between an instructional supervisor's behavior and personality. A survey instrument was used to determine how frequently 56 supervisors preferred to perform and actually performed 10 major supervisory tasks. The Rokeach Dogmatism Scale was used to measure the individual's belief-disbelief…

A 10-year study of the relationship between measures of college education and work performance for police officers (n=84) showed a significant relationship with promotions and supervisory ratings. There was an inconsistent relationship with measures of disciplinary action. (JOW)

Displays responses from 540 organizations plus other recent surveys that show how much training is provided at what cost, types of courses provided, training staff, outsourcing, technological delivery methods, and human performance practices. Also looks at whether measures show that training is linked to performance. (JOW)

This study identified 100 performance tasks within 10 functional categories for distributive education teacher-coordinators who use the Interstate Distributive Education Curriculum Consortium individualized instruction system. The tasks provide an empirically based description of the learning manager's role. (SK)

In 1992, a survey was conducted of the employers of 49 1989-90 graduates of Piedmont Virginia Community College (PVCC) who had previously given permission for their employers to be contacted. Of the employers surveyed, 33 completed and returned valid surveys, for a response rate of 67.3%. Results of the survey included the following: (1)…

Research on 50 project groups in a large corporation's research and development facility examined the effect of group longevity and project characteristics on internal and external communication and project performance. Results indicate that projects became increasingly isolated, adversely affecting technical performance the longer project members…

This report presents results from the first comprehensive follow-up survey of employers of graduates from Pennsylvania College of Technology (PCT), based on surveys of 279 employers of graduates from 1991-92 and 219 employers of graduates from 1992-93. Following an executive summary, part II describes the survey methodology, indicating that the…

A national survey sought to identify the competencies that chief school business administrators (CSBAs) in large and small school districts think are important for their job. Seventy-five respondents, out of a random stratified sample comprising 143 members of the Association of School Business Officials, ranked 264 statements in 28 major task…

The Management Profile is an appraisal measure that examines the actual job performance of a manager to ascertain relative strength in six management functions and three leadership roles. The management functions examined are administration, technical competence, influence/control, persuasion, training/development, and forecasting/planning. The…

Describes a study which used a graduate-level business game to examine consequences of objectively determined fit between managers' specialized competence and their functional roles in terms of individual and group performance. The game simulates a work environment of top-level management in industrial firms with responsibility for making…