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351.
Judith Yates 《The Australian economic review》1988,21(1):3-15
This article explores the extent to which the deregulation of the Australian financial system over the past few years has borne out the claims of the Campbell and Martin Reports with regard to housing finance. It concludes that claims that there would be an increase in the availability of finance were optimistic but that claims that the effective rate of interest would not increase have been vindicated. It also concludes that the most significant innovations which have taken place have come, not from the private sector as predicted, but from the public sector. 相似文献
352.
Organizations invest a significant amount of time and money on management and supervisory training programs. The intent of this study was to examine the relationship between four specific work‐environment factors (organization support, supervisor support, peer support, and participation in a peer support network) and transfer of training at one‐month, six‐month, and one‐year points following supervisory skills training. Quantitative and qualitative data were collected from both trainees and their direct supervisors. ANOVA results of aggregate data showed that trainees who reported receiving high levels of organization, supervisor, and peer support, and who also participated in a peer support network, reported higher levels of transfer of knowledge and skills. When data were segregated and examined according to length of time since trainees had completed training, findings were still significant for organization, supervisor, and peer support but only at the one‐year point, not at one month or six months. Participation in a peer support network was not significant at any of the three points of time. In short‐answer responses, trainees indicated that lack of time and lack of management support and buy‐in were significant barriers to transfer. T‐test results indicated that trainees and their supervisors did not differ in their perceptions of level of transfer of skills or amount of organizational or direct supervisor support received by the trainees. 相似文献
353.
Judith E. Nichols 《International Journal of Nonprofit & Voluntary Sector Marketing》2004,9(2):163-170
Albert Einstein noted ‘Insanity is doing the same thing over and over and expecting a different result’.[Einstein, A., www.brainyquote.com ] Unfortunately, too many fundraisers continue to employ the same old methods even when the outcomes are disappointing. (Direct mail not working … add another mailing. Foundations not responding … up the number of proposals going out.) Because change is inevitable, those responsible for development decisions must understand the larger trends that are fuelling the paradigm shift in advancement strategies. This paper provides the background to understand the philanthropic, economic, societal and technological trends that have an impact on fundraising today. Copyright © 2004 Henry Stewart Publications 相似文献
354.
Judith A. Kolb 《Human Resource Development Quarterly》1999,10(4):305-320
Although research has indicated no substantial differences between the behaviors of male and female leaders, differences exist in perceptions of these behaviors. Leadership continues to be described in stereotypically masculine terms, although some evidence exists that an androgynous leadership style also may be related to perceptions of leadership. This study examined whether self-perceptions of masculine gender role characteristics would predict individuals who were perceived by others as leaders on a team project and if other self-report measures might be used instead to predict leadership. Results indicate that both attitude toward leadership and leadership experience were stronger predictors of leader emergence than masculine gender role. 相似文献
355.
An empirical study conducted in a major midwestern hospital found that organizational commitment and perceived organizational support were significantly correlated with satisfaction with career development. Results suggested that when organizations make efforts to develop their managers, the managers become more committed to the organization and also more likely to develop their employees. 相似文献
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