Time and space: Reframing the training and development agenda

In this article, we review how time and space relationships are reframing the training and development agenda. As the speed of business moves faster and boundaries become less relevant, we need ways of expanding and choosing how and when learning and development can take place. We need ways to target development on specific business issues and deliver improved performance in less time with reduced cost. We define a learning options framework to help organize, integrate, synthesize, and better fit training and development methodologies to business realities. Specific knowledge, tools, and examples are provided to show how organizations are identifying and choosing among development options. © 2003 Wiley Periodicals, Inc.     

Career dynamics: managing the superior/subordinate relationship

Building on research and writing in the fields of career management and mentor relationships, Baird and Kram analyze the superior-subordinate relationship as an exchange to which each party brings different needs and resources. They point out that this relationship can be productive and satisfying--both for the parties concerned and for the organization--when the needs of one party match the resources of the other. The article includes a checklist for analyzing how the superior-subordinate relationship operates as an exchange and how the resources of the parties mesh or fail to mesh. They do on to show how the superior-subordinate relationship and the needs of the parties change as each moves through individual career and life cycles. What was once a productive relationship may, in time, become unproductive, or vice versa. In any event, its dynamic nature requires that it be managed. Baird and Kram suggest five steps for managing the relationship as it moves through these changes: (1) Recognizing that the relationship is an exchange; (2) identifying clearly one's own as well as the other party's needs; (3) understanding how the subordinate's and boss's needs fit together and recognizing that the relationship is likely to change; (4) understanding the constraints under which the boss operates; (5) establishing a feedback and evaluation process for continuously assessing the relationship.     

Too hot to handle? Trust and human resource practitioners' implementation of anti‐bullying policy

In this article, we examine the dynamics of trust in the triadic relationship between HR, employees and managers when dealing with allegations of workplace bullying. Previous research has shown employees to be dissatisfied with HR practitioners' responses to complaints of workplace bullying, and we explore the novel angle of the HR practitioners' perspective through semistructured interviews. Paralleling extant employee accounts, the findings suggest that HR practitioners rarely judge situations as bullying where a manager is accused. Trust between employee, manager and HR practitioner is essential for the successful resolution of bullying claims, yet this study suggests multiple directions of distrust. By virtue of their role alignment and previous experiences of handling bullying, HR practitioners were found to prioritise their relationships with managers, automatically distrusting employees' bullying claims. Despite also distrusting managers to effectively deliver HRM practices, it appears that bullying complaints are ‘too hot to handle’ for HR practitioners given the risks to their relationships with managers.     

Examining the reliability of self-reported data on school participation

Many studies evaluate the impacts of Conditional Cash Transfer (CCT) programs on schooling using self-reports on enrollment and attendance even though there are reasons to doubt the reliability of these data. In this paper, we examine the extent to which school-age girls overstate their school participation. Using administrative data from a cash transfer experiment in Malawi and school attendance ledgers collected as part of the impact evaluation, we find that while all study participants overstate their enrollment and attendance rates, the extent to which this happens is significantly higher in the control group than the CCT arm. This finding implies that exclusive reliance on self-reported school participation data can lead to a serious underestimation of actual program impacts. We recommend that self-reports be supplemented using alternative sources of data on school participation that are appropriate to the experiment at hand — even if such efforts are likely to increase evaluation costs.     

The many faces of pay variation

Research on pay variation and organizational outcomes has yielded inconsistent results. We argue that this is due to a lack of construct clarity regarding pay variation, and we attempt to provide clarification by distinguishing among the sources and types of pay variation. Using these distinctions, we integrate different theoretical perspectives on pay variation, and we propose avenues through which different kinds of pay variations affect outcomes. This clarification also elucidates some measurement concerns affecting pay variation studies.     

Reconnecting Australian consumers and producers: Identifying problems of distrust

A growing gap between the production and consumption of food has led to a decline in consumer trust in food, and a desire for increased regulation of food. The aim of this study was to investigate the nature of consumer trust in food production and regulation in the wake of shifts in food technology, globalisation and production. Semi-structured interviews (n = 47) were conducted in 2009 with participants living in rural and metropolitan South Australia. Rural participants were more trusting of food production because of their direct experience with producing food than their metropolitan counterparts. Consumers’ embeddedness in food production impacts their trust in food. Increasing local food production and consumption may increase consumer trust in food, and decrease consumer dependence on government regulation.