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This study examined the effects of behaviour modelling training (BMT) on four measures of training effectiveness two years after the training. The results suggested that BMT had positive effects on trainee reactions and on subjective measures of behavioural change and organisational performance. Positive training outcomes were associated with the degree of congruence between the BMT skills and organisational norms, specific goals and feedback, and external support for the BMT programme.

The purpose of this paper is to examine the similarities and differences in human resource (HR) practices between large and mid‐sized organizations.

With organization life cycle as the theoretical base, this study collects data on HR practices from a sample of mid‐sized firms in one western state and compares the results to a previously published study of HR practices in much larger firms. Mid‐sized firms are defined as having between 300 and 3,000 employees (mean=1,205); the average number of employees in the large firm sample was 30,700.

While there are some similarities in HR practices, it appears that HR organizations in large firms are more targeted at strategic business issues and have achieved a greater degree of outsourcing and/or information technology application for the routine, file maintenance aspects of HR work. On the other hand, HR informants in mid‐sized firms are more operationally focused, appear to be more satisfied with the skills and knowledge of their significantly smaller HR staffs, and give their HR organizations higher ratings on performance along multiple dimensions.

Limitations to the present study include the use of a single informant and a limited sample of mid‐sized firms (n=32). However, the study suggests numerous possibilities for future research, including expansion of the sample both in size and geographic scope, the collection of measures of performance for comparison with those of HR satisfaction, and fuller development of a set of expectations for HR focus dependent on the size and rate of growth of the organization.

The HR practices of large and small (less than 500 employees) firms have been studied in the past. This paper fills a gap in organization life cycle theory by examining HR practices in mid‐sized firms, suggesting in particular that the drive to refocus HR on strategic issues in large firms may be inappropriate in enterprises with 300 to 3,000 employees.

States that outdoor management development (OMD) is on the increase. Based on personal experience, lists the characteristics of effective OMD programmes, and argues that this type of training can be very powerful. On the basis of a review of relevant literature and anecdotal evidence, discusses ten salient features of OMD that account for this power: emotional intensity; psychological safety; consequentiality; enhanced self‐confidence; use of metaphors; unpredictability; experiencing peak performance; multiple skill/knowledge types; developing the whole person; and focus on transfer.

The need to maintain up-to-date technological skills despite an aging workforce makes it imperative that organizations increasingly focus on retraining older employees. This article develops an adult career model based on the acquisition of technological skills and gradual skill obsolescence. The model suggests the importance of retraining and provides practical implications to the development of retraining programs. Suggestions for future research are also offered.

In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.

This study evaluated the effects of two employment practices, namely work flexibility and firm internal labor markets on affective and continuance organizational commitment. In addition, it examined whether such effects were gender‐specific. Survey data were obtained from a sample of 772 business executives in Hong Kong. Hierarchical regression analyses revealed that, although the two employment practices had significant and positive effects on both affective and continuance organizational commitment, they are not affected by gender.

Adventure training (AT) as a movement has its origins in outdoor‐based experiential programs such as “outward bound”. Recently, educators have questioned the educational value of the “outdoor” component of AT and there is an opinion that it is the novelty of the setting/activities and the provision of psychological (rather than physical) risk that are its key elements. With this in mind, indoor adventure training (IAT) offers new possibilities for management training and development. Indoor‐based experiential education removes uncontrollable outdoor factors such as climate, danger, emotional distress and the need for physical abilities. These outdoor factors can be replaced by educational drama elements that encourage engagement, fantasy and meaning through theatre form. In this paper the theoretical development of IAT is discussed and an outline is given of a revolutionary IAT approach that immerses participants in a themed dramatic experience with the purpose of developing such things as learning about teamwork, problem solving and communication skills.

This research updates and expands upon Decker’s article “Citizen attitudes toward the police: a review of past findings and suggestions for future policy” by summarizing the findings from more than 100 articles on perceptions of and attitudes toward the police. Initially, the value of research on attitudes toward the police is discussed. Then the research pertaining to the impact of individual level variables (e.g. race) and contextual level variables (e.g. neighborhood) on perceptions of the police is reviewed. Studies of juveniles’ attitudes toward the police, perceptions of police policies and practices, methodological issues and conceptual issues are also discussed. This review of the literature indicates that only four variables (age, contact with police, neighborhood, and race) have consistently been proven to affect attitudes toward the police. However, there are interactive effects between these and other variables which are not yet understood; a finding which indicates that theoretical generalizations about attitudes toward police should be made with caution.