Performance standards

This research expanded the role of the human-resource development (HRD) professional in several ways. The study solicited consensus on results (performance outcomes) required of the HRD professional in order to develop quality programs consistent with the Malcolm Baldrige Award Criteria. In addition, the study generated a listing of performance outcomes to be considered in program planning for college, university, and technical training programs of post-secondary institutions. The Delphi technique applied in this research used a series of four questionnaires to identify the performance outcomes that were distributed among the seven Baldrige categories: Leadership, Information and Analysis, Strategic Quality Planning, Human Resource Utilization, Quality Assurance of Products and Services, Quality Results, and Customer Satisfaction. The data were analyzed by Baldrige category and by professional groups defined for this research: business management, quality management, and human resource development. The expert participants, who were highly experienced in their fields and recognized nationally through professional associations and publications, identified 85 performance outcomes. Of these, 54 met the criteria and conditions established for acceptance. The analysis of variance computed on the grand mean of each Baldrige category on Questionnaires Three and Four showed no statistically significant differences in the ratings of the three professional groups. However, specific differences in professional groups on individual statements within the Baldrige categories can be noted. In addition, the data seem to indicate that not all of the seven Baldrige categories share the same importance in defining the role of the HRD professional. The Human Resource Utilization category had the highest number of statements identified that remained within the criteria established. The highest rated statement was in the Customer Satisfaction category. On Questionnaire Four participants chose 44 outcomes that would be worthwhile to consider in program planning for post-secondary institutions. The data show that the four chosen most often contained a measurement requirement. The consensus reached on the performance outcome statements can provide a basis for further exploration of the role of the HRD professional in the development of quality programs. The study suggests additional research with larger groups to validate the outcomes.

Researchers have proposed several theoretical explanations of how employee creativity is fostered and developed in organizations. The early literature attributed creativity to personal factors, such as personality and cognitive ability. Researchers also examined the role of environmental factors, such as role models, support and feedback in creativity. More recent research suggests that when individuals lack creativity-relevant skills, there are certain contextual factors that can provide support for the development of the necessary skills. However, there is a dearth of empirical research investigating these relationships. This dissertation summarizes extant research and advances the field by empirically testing the individual and collective roles of personal and contextual factors in employee creativity.

The importance of employment in our society is unmistakable. The financial outcome of employment allows us to provide for ourselves and others. Furthermore, our employment status, and the work in which we engage, play a part in defining our self-concept. For many people, however, sustained employment remains elusive. The unemployment rate for individuals with disabilities is staggering, and the consequences of being without a job affects those who are unemployed, their families, and our society. There are many issues that directly challenge the employment status of people with disabilities. Some of these include funding for supported employment programs, employer bias, and the outcomes of our country's educational system. Another issue that affects the employment of individuals with disabilities is the manner in which they are prepared prior to employment and coached while on the job. The purpose of this investigation was to examine the effects of performance feedback delivered via covert audio coaching on the job performance of supported employees. A multiple baseline design across participants and work tasks was used to evaluate the effects of the intervention on the participants' work performance (accuracy and speed of task completion). The results demonstrated that the supported employees made substantial improvements on their accuracy and speed of completing the selected work tasks. The results also showed that the improvements maintained for 4-5 weeks following the removal of the intervention.