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Following the release of A Nation at Risk, the U.S. Secretary of Labor appointed the Secretary's Commission on Achieving Necessary Skills (SCANS) to determine the skills needed for young people to succeed in the workplace fostering a high-performance economy. SCANS focused on a "learning a living" system.
A 1982 study conducted by McClellan and coauthors found that high need for achievement (N-Ach) was linked to success in lower-level management roles, in which promotions were influenced by individual contributions. At higher management levels where promotions were based on demonstrated leadership ability, high N-Ach was not associated with success.
Different characteristics have been used to describe high-performance teams. Despite varying approaches to describing high-performance teams there is a set of common characteristics that are recognised to lead to success [4] Participative leadership – using a democratic leadership style that involves and engages team members
[29] Instead of attributing success to grit or willpower, Ericsson recommended analyzing the various factors that shape a person's motivation in a given situation. Since 2014 [update] , grit has been the subject of critical commentary and debate in Education Week , with contributors discussing the strengths and weaknesses of how the idea of ...
Training and development involves improving the effectiveness of organizations and the individuals and teams within them. [1] Training may be viewed as being related to immediate changes in effectiveness via organized instruction, while development is related to the progress of longer-term organizational and employee goals.
In the United States, advocates for workplace equity in the second half of the twentieth century popularized the term "mentor" and the concept of career mentorship as part of a larger social capital lexicon that also includes terms such as glass ceiling, bamboo ceiling, [19] networking, role model and gatekeeper, which serves to identify and ...
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Researchers have categorized two approaches to work force development, sector-based and place-based approaches. The sectoral advocate speaks for the demand side, emphasizing employer- or market-driven strategies, whereas the place-based practitioner is resolutely a believer in the virtue of the supply side: those low-income job seekers who need work and a pathway out of poverty.