... and disparate opportunities for economically active populations (Euromonitor Research, 2011 ; Faulk and Salem, 2014). Using ACs as an alternative to overcome some of these challenges seems to be a practical solution. ACs are regularly used for managerial selection and development in South Africa (Krause et...

...Christopher Burt; Stu Carr; Ishbel McWha; Malcolm MacLachlan Purpose The purpose of this paper is to develop and test a measure of relationships and learning within the aid context. Design/methodology/approach The Aid Relationships Quality Scale (ARQS) was administered to 1,290 local...

... that transactional leadership, including contingent reward, is inadequate for building the level of trust to achieve the full potential of a workforce. Rather, intellectually stimulating, developmentally oriented, inspirational, and therefore transformational modes of leadership, are required to achieve high levels...

... attitudes; and self‐achievement needs influenced both entitled and benevolent attitudes. In terms of motivation theory, the findings also suggest that people follow expectancy theory instead of equity sensitive theory. Equity Development Individual behaviour Japan According to equity theory...

... in international recruitment. McCauley et al. (1994) researched situations that were indicated by successful managers as developmental in character suggesting developmental job characteristics, like new responsibilities, tasks to create change, and challenging work, contributed to their personal...

... received their degrees more than ten years prior to the collection of the data. Data on managerial skills were gathered as part of a management development program based on 360 feedback. Managerial skills were assessed using a structured questionnaire, “The survey of management practices (Form J...

..., 1991). This threshold corresponds to the unfoldment of feelings and ego at the end point of the ordinary developmental range. The personalities of postconventional persons grow in an integrated way around a well‐developed sense of their own distinctive or unique inner individual self, at the same time...

...Robert T. Rosti, Jr; Frank Shipper Training programs are infrequently evaluated and when they are evaluated they often rely on pre‐experimental designs and feedback of the participants. This statement is also true of management development programs based on 360 feedback. In this study the effects...

... of commitment rather than others, at a time when there is much discussion about employability and the changing nature of psychological contracts. Presents an evaluation of a major senior manager development programme in a UK National Health Service region which was designed to enhance organizational...

... organizational performance. Despite the growing interest in development centres as a managerial development tool there is little hard evidence of their validity and developmental value[ 1 , 2 ]. In common with many programmes (see, for example [ 4 , 5 ]) high face validity has been associated...

... their performance. Organizes these issues into four human resource management areas:recruitment, development, motivation and retention. Provides applied documentation substantiating effectiveness in each area. Human resource management Professions USA Skills Recruitment Development Motivation Retention...