Individual and combined effects of behavior modeling and the cultural assimilator in cross-cultural management training
Article Abstract:
This field experiment examined the individual and combined effects of behavior modeling and the cultural assimilator in the cross-cultural management training of 65 U.S. Government employees. Training evaluation criteria for learning, behavior, and reactions were used, and the results were generally supportive of the greater effectiveness of a combined approach. Participants receiving the combination of methods displayed significantly higher performance on a role play task (behavior evaluation) than a no-training control group and significantly higher gains in learning than those receiving either individual method and those in a no-training control group. Moreover, despite its longer time and effort, the combined approach was viewed as favorably by participants as each individual method. These results suggest the need for both a cognitive- and experiential-based program in cross-cultural management training. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Psychology
Subject: Social sciences
ISSN: 0021-9010
Year: 1992
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Self-determination in a work organization
Article Abstract:
Research testing self-determination theory was discussed in terms of recent work on intrinsic motivation, participative management, and leadership. On three occasions, managers' interpersonal orientations - toward supporting subordinates' self-determination versus controlling their behavior - were related to perceptions, affects, and satisfactions of the subordinates. Data from 23 managers and their subordinates in a major corporation showed that managers' orientations did correlate with the subordinate variables, although the magnitude of the relation varied, seemingly as a function of factors in the corporate climate. An organizational development intervention, focused on the concept of supporting subordinates' self-determination, was provided for the managers. Evaluation of the program showed a clearly positive impact on managers' orientations, though a less conclusive radiation to subordinates. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Psychology
Subject: Social sciences
ISSN: 0021-9010
Year: 1989
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