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Human Resource Development Quarterly, Volume 15, Number 2, Summer 2004

Human Resource Development Quarterly, Volume 15, Number 2, Summer 2004

Darlene F. Russ-Eft (Editor)

ISBN: 978-0-787-97552-4

Jul 2004, Jossey-Bass

152 pages

Select type: Paperback


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On Democracy and the Workplace: HRD’s Battle with DDD (Democracy Deficit Disorder) (Tim Hatcher).


Black and White Women Managers: Access to Opportunity (Linda M. Hite)
This study examines the views of Black and White women managers on issues related to career opportunities, specifically hiring, promotion, assignments, salary, acknowledgment, and mentors. Results show that White women perceive equal access and opportunities, while Black women view unequal access and opportunities.

Invited Reaction: Black and White Women Managers: Access to Opportunity (Elizabeth Higginbotham)
Higginbotham commends Hite’s study as showing some of the disparities that exist in perceptions between Black women and White women managers. More comparative work is needed to identify employee perspectives that influence interactions and career paths.


Linking Workplace Literacy Skills and Transfer System Perceptions (Reid Bates, Elwood F. Holton III)
This study examines the effects of workplace literacy skills on training transfer perceptions among employees within a state department of transportation. It appears that those who “fail” math or “fail” reading, or “fail” both, tend to have different perceptions on selected factors of training transfer.

Challenges and Choices for Theoretical Research in Human Resource Development (Richard J. Torraco)
This article provides an overview of some of the progress that has been experienced in theory development within HRD. Nevertheless, it argues for additional efforts, particularly in new HRD theory, theory-building research methods, HRD’s theoretical foundation, and published work that includes both theory-building research process and the theory.

In Support of Universalistic Models of Managerial and Leadership Effectiveness: Implications for HRD Research and Practice (Robert G. Hamlin)
This study examines the issue of contingent as contrasted with universalistic models of leadership, specifically within the context of three U.K. public sector organizations. Analyses supported the development of a generic model of managerial and leadership effectiveness.

The Effectiveness of Managerial Leadership Development Programs: A Meta-Analysis of Studies from 1982 to 2001 (Doris B. Collins, Elwood F. Holton III)
This study presents a meta-analysis of the effectiveness of managerial leadership development programs in terms of knowledge outcomes and expertise outcomes. Suggestions for future research are presented.


Global Human Resource Development: The Four C Approach (Gregory F. Petranek)

Simulations and the Future of Learning: An Innovative and Perhaps Revolutionary Approach to E-Learning, by Clark Aldrich (2003).