Exploring the Secret Garden: the growing importance of ICT in the home     

Jerry Wellington 《British journal of educational technology : journal of the Council for Educational Technology》2001,32(2):233-244

The use of ICT (information and communication technology) in homes is growing faster than its use in schools and colleges—and there are already more systems in homes than in educational settings. This article argues that we should attempt to enter the area which most research on ICT in education tends to ignore: the secret garden of the learner at home. It is based partly on two pilot case-studies of secondary schools and a small sample of their students. Given the paucity of research in this area the article poses more questions than it answers. What are the implications of ICT use at home for teachers in schools? Do home systems interfere with school education or can they be used to enhance it? How should teachers respond to, and assess, work done using home ICT? Is the home situation widening the gap between one set of pupils (the "haves" of ICT) and another? Suggestions for school policies and action research for the future are put forward.  相似文献   

How performance improves     

Jerry L. Harbour  Julie L. Marble 《Performance Improvement》2005,44(8):14-19

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The Role of Formal Education,Technical and Management Training on Information Systems (IS) Managers' Managerial Effectiveness as Perceived by Their Subordinates     

Jerry Ligon  ABM Abdullah  Majharul Talukder 《Performance Improvement Quarterly》2007,20(1):23-35

This study examined the relationship between Information Systems (IS) managers' formal education, level of technical and managerial training and their managerial effectiveness as perceived by their subordinates. The study finds that there is a strong positive relationship between the amount of technical training IS managers have received and their managerial effectiveness as perceived by their subordinates. There is also a significant relationship between IS managers' level of managerial training and their subordinates' perception of their managerial effectiveness. The managers' level of formal education was not found to have a significant relationship to the subordinates' perceived level of (their) managerial effectiveness. Finally, a regression model has been proposed to measure Information System managers'managerial effectiveness.  相似文献   

Comparing the Roles,Responsibilities, and Activities of Transactional and Transformational HRD Professionals     

Jerry W. Gilley  Ann Maycunich  Scott A. Quatro 《Performance Improvement Quarterly》2002,15(4):23-44

HRD professionals engage in one of two potential roles—transactional or transformational. Transactional focuses attention on an activity strategy whose cornerstone is training. Transformational focuses on a results‐driven strategy that is performance‐centered‐a role that helps organizations achieve their strategic business goals and objectives. These strategies differ in their outcomes and contributions to organizations in that the former leads to training for training's sake while the latter seeks to maximize organizational performance and effectiveness. Thus, HRD professionals are challenged to choose either an activity strategy that embraces a business as usual approach or a results‐driven strategy that requires adopting a new and exciting role.  相似文献   

Breakthrough performance: Creating the innovative enterprise     

Diane Hanson  Jerry Bapst 《Performance Improvement》1998,37(3):8-14

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School psychology trainers' identification of current stressors in the work lives of urban practitioners. A comparison study     

Eileen Kaplan  Jerry Wishner 《Psychology in the schools》1999,36(1):61-68

The focus of this study is to investigate school psychology trainers' identification of current stressors in the work lives of practitioners. Surveys rating 40 stressors on a Likert‐type scale were completed by 161 school psychology graduate faculty, members of the School Psychology Educators Council of New York State. Survey results were compared to the job‐related stressors identified by New York City Psychologists using an almost identical questionnaire. While there appears to be general agreement between faculty trainers and practitioners on the identification and relative ranking of work‐related stress, the faculty trainers consider those events to be more stressful than do the practitioners. Faculty's recognition of the environmental forces that negatively impact upon the experience of school psychologists should provide impetus for the development of graduate programs that address stress prevention and/or coping strategies. © 1999 John Wiley & Sons, Inc.  相似文献   

Overcoming managerial malpractice     

Jerry W. Gilley 《Performance Improvement》2000,39(8):35-41

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Performance Management Applied at the Performer Level     

Jerry W. Gilley 《Performance Improvement Quarterly》2000,13(4):87-105

According to Kissler (1991), performance management begins by determining why it should take place at all. He believes that performance management helps organizations sustain or improve performance, promote greater consistency in performance evaluation, and provide high‐quality feedback. Performance management helps organizations link evaluations to employee development and to a merit‐based compensation plan. Moreover, it forms a basis for coaching and mentoring, permits individual input during the evaluation process, and allows for a blend of qualitative and quantitative evaluations. Performance management is a process that helps manage employee expectations of job demands and factors that reveal how well the job is done.  相似文献   

Career Development; The Linkage Between Training and Organizational Development Originally published in 1989, PIQ 2.1     

Jerry W. Gilley 《Performance Improvement Quarterly》1997,10(1):213-225

Improved organizational efficiency can only be accomplished if the employees within an organization have developed the skills, competencies, knowledge, and attitudes to perform at the highest possible levels. To a limited degree this can be accomplished via training, but employees develop the fundamental skills, competencies, knowledge, and attitudes related only to their current job. As a result, the organization is only indirectly impacted. This refers to the micro perspective of improved organizational efficiency. Organizational efficiency can also be accomplished through organizational development, but the individual employee is often overlooked during this process. Without employee commitment to improve efficiency, it will be short-lived. This approach refers to the macro perspective of improved organizational efficiency. Both the micro and macro perspectives of improved organizational efficiency have their weaknesses. Thus, a combination of the two processes is necessary. Career development is that combination. Career development is a process which enables employees to develop beyond the fundamental skills, competencies, knowledge, and attitudes required for their present job assignments. It is a process which is focused on improving organizational efficiency while relying on the development of the individual employee. Performance improvement practitioners can provide learning activities which improve employees' skills, competencies, knowledge, and attitudes by viewing improved organizational efficiency from, an individual (micro) perspective while remaining dedicated to the overall enhancement of the organization (macro). However, many performance improvement practitioners fail to see the connection between training and overall organizational development. These terms are often used interchangeably which leads to the increased confusion and misapplication of each process. It is necessary, therefore, to arrive at an acceptable definition in order to communicate effectively the intent as well as the similarities and differences of the processes. This will enable performance improvement practitioners to better understand the commonalities of each process. It is this understanding that serves as the basis of this article and the forthcoming recommendations.  相似文献   

Characteristics of managerial coaching     

Ann Gilley  Jerry W. Gilley  Elies Kouider 《Performance Improvement Quarterly》2010,23(1):53-70

Coaching has become ubiquitous in organizations. Despite its growth in popularity, the concept remains largely untested through empirical inquiry. This study examined the skills and behaviors associated with managerial coaching. Results indicate a link between specific managerial skills, behaviors, and coaching.  相似文献