Human Resource Development Quarterly (Paperback)

EDITORIAL.

Seeing It from Both Sides: Beyond Bridges in Research-to-Practice (Thomas J. Shindell).

FEATURED ARTICLE.

Development and Initial Validation of an Instrument Measuring Managerial Coaching Skill (Gary N. McLean, Baiyin Yang, Min-Hsun Christine Kuo, Amy S. Tolbert, Carolyn Larkin)
This study focuses on the development and validation of an instrument to measure skills in managerial coaching. A literature review identifies four dimensions: open communication, team approach, value people, and accept ambiguity. The context adequacy, dimensionality, reliability, factor structure, and construct validity of the scale are examined.

Invited Reaction: Development and Initial Validation of an Instrument Measuring Managerial Coaching Skill (David B. Peterson, Bobbie Little)
Peterson and Little recognize the need for an instrument measuring managerial coaching skills. Nevertheless, they question the literature with its emphasis on sports coaching, the theoretical framework with its limitation on the four factors, and some concerns with the methods. They conclude by indicating that the study provides some pioneering work to which future contributions can be made.

ARTICLES.

Examining the Relationship Between Learning Organization Characteristics and Change Adaptation, Innovation, and Organizational Performance (Constantine Kontoghiorghes, Susan M. Awbrey, Pamela L. Feurig)
The study examines an instrument measuring learning organization dimensions with rapid change adaptation, innovation in terms of quick product or service introduction, and organizational performance. A total of 579 employees from four firms participated. Stepwise regressions examine the relationships among these variables.

Readiness for Organizational Change: Do Organizational Commitment and Social Relationships in the Workplace Make a Difference? (Susan R. Madsen, Duane Miller, Cameron R. John)
This study surveys 464 employees of four different firms to examine factors related to readiness for organizational change. Analyses show that those with higher organizational commitment and more positive social relations have a higher readiness for organizational change. Certain demographic characteristics are also significant.

Transformational Leadership, Organizational Commitment, and Job Satisfaction: A Comparative Study of Kenyan and U.S. Financial Firms (Fred O. Walumbwa, Bani Orwa, Peng Wang, John J. Lawler)
Data on leadership, organizational commitment, and job satisfaction are gathered from tellers and clerks in seven bank branches in Kenya and five bank branches in the United States, resulting in 158 respondents from Kenya and 189 from the United States. Confirmatory factor analyses establish validity and reliability of the scales and their equivalency across the two countries. Regression analyses show an effect of leadership on organizational commitment and job satisfaction in both countries.

A Critical Analysis of HRD Evaluation Models from a Decision-Making Perspective (Elwood F. Holton III, Sharon Naquin)
The authors examine HRD evaluation models to determine the reasons for the lack of evaluation for decision making. They conclude that most evaluation models fit within a rational-economic decision-making model. At the same time, however, much of the research in decisionmaking theory indicates that people do not use these rational models in real-world contexts. Some new approaches are suggested.

FORUM.

Are the Right Persons Involved in the Creation of the Learning Organization? (Anders Örtenblad).

One or Several Models for Competence Descriptions: Does It Matter? (Sylvie-Anne Mériot).

REVIEW.

Strategic Human Resource Development, by Jim Grieves.

REVIEWED BY CLAIRE KOSTOPULOS NACKONEY AND TONETTE S. ROCCO.