Clardy, A. (2008). Policies for Managing the Training and Development Function: Lessons from the Federal Government. Public Personnel Management. Vol. 37 (1):. 27+. Retrieved 13 April 2011 from Questia.
Clardy (2008) undertook a literature review on the policies of human resource development and archival data in order to determine whether the framework used by the federal government workforce could be applicable to other employment environments. He found that while they cannot be considered as a means of solving all problems in the management of training functions, they can provide a scaffold from which training can be more effectively managed and how human resource development policies can better focus, shape, and guide a company’s human resource.
De Meuse, K., Hostage, T., Eau, C. &. O’Neill, K. (2007). A Longitudinal Evaluation of Senior Managers Perceptions and Attitudes of a Workplace Diversity Training Program. Human Resource Planning. Vol.30 (2): 38. Retrieved 13 April 2011 from Ebscohost.
This study, a pilot study undertaken within a large manufacturing company aiming to implement a new program of diversity, aimed to find out whether the training would be effective. The pilot study involved 57 mangers and senior managers across 70 locations throughout North and South America. A survey was administered a week prior and after the training and gain 3 months later. The results proved positive in terms of increased scores both directly after and further after the training, which provides a number of positive implications for diversity training of senior management.
The primary aim of this book is to provide a discussion on current and leading-edge research into the link between emotional intelligence and workplace performance for future researchers and organizations and human resource departments. The main objective is to provide evidence and applied research for increasing knowledge and thus capabilities of improved workplace outcomes.