The Effective Use of Multimedia Distance Learning Technology: The Role of Technology Self-Efficacy, Attitudes, Reliability, Use and Distance in a Global Multimedia Distance Learning Classroom

According to the 1999 ASTD State of the Industry Report, the use of multimedia distance learning (MDL) technology for training delivery has increased substantially over the past few years. However, few empirical studies have been conducted that rigorously examine the factors that determine the effectiveness of MDL courses. In this study, we examine participants’ technology self-efficacy and attitudes toward technology (measured before/after training), and perceptions of technology reliability, effective use, and distance (measured after training) as antecedents to ratings of training effectiveness (general effectiveness, specific effectiveness, learning effectiveness; measured after training) in an international HRM course. In a sample of 52 participants from four countries we hypothesize that technology self-efficacy will affect participants’ attitudes toward technology; attitudes toward technology will affect participants’ perceptions of training effectiveness. In addition, we hypothesize that technology reliability and effective use will affect participants’ perceptions of classroom distance; distance perceptions will affect participants’ perceptions of training effectiveness. Finally, we hypothesize that both technology attitudes and distance perceptions will be related to participants’ perceptions of training effectiveness controlling for technology self-efficacy, reliability, and effective use. The results indicate that attitudes toward technology completely/partially mediated the relationship between technology self-efficacy and the three measures of effectiveness. Distance perceptions completely/partially mediated the relationship between technology reliability and effectiveness. Effective technology use was not significantly related to effectiveness. Finally, attitudes toward technology and distance perceptions explained a significant or marginally significant amount of variance in the effectiveness measures after controlling for technology self-efficacy, reliability, and effective use

Does the Leader Make a Difference? Relationship Between Executive Leader Personality and Entrepreneurial Firm Performance

The purpose of this study was to expand research on personality and leadership by investigating the relationship between executive leader personality and firm performance. Drawing from research on the five-factor model of personality (the Big Five), executive leader emotional adjustment (low neuroticism) and conscientiousness were hypothesized to be positively related to firm performance. No specific hypotheses were offered for the relationships between the remaining Big Five personality traits (extraversion, agreeableness, and openness to experience) and firm performance. Using a longitudinal sample of initial public offering (IPO) firms, results indicated that emotional adjustment and extraversion were related to measures of firm performance. Specifically, after adjusting for the influence of prior firm performance, as well as for the effects of several industry, firm, and demographic variables, executive leader emotional adjustment was associated with firms that had higher earnings per share and higher stock price; executive leader extraversion was associated with firms that had lower earnings per share and lower productivity. Contrary to expectations, conscientiousness was not related to firm performance

The Nature of the New Employment Relationship(s): A Content Analysis of the Practitioner and Academic Literatures

This article seeks to provide HRM professionals information and guidance that will assist them in understanding, evaluating, and applying current thinking regarding the new employment relationship. The focus of the article is a study that investigates the extent to which there is a consensus in the literature regarding the nature of the new employment relationship by systematically analyzing the content of relevant articles. The discussion incorporates empirical findings from other studies, notes differences between the articles found in scholarly publications versus those found in trade magazines, provides recommendations for HRM professionals, and suggests areas of future research

“Challenge” and “Hindrance” Related Stress Among U.S. Managers

This study proposes that stress associated with two kinds of job demands or work circumstances, “challenges” and “hindrances,” are distinct phenomena that are differentially related to work outcomes. Specific hypotheses were derived from this general proposition and tested using a sample of 1,886 U.S. managers and longitudinal data. Regression results indicate that challenge related stress is positively related to job satisfaction and negatively related to job search. In contrast, hindrance related stress is negatively related to job satisfaction and positively related to job search and turnover