ORGANIZATIONAL PERFORMANCE AND ORGANIZATIONAL LEVEL TRAINING AND SUPPORT

The present study uses both objective and survey data to examine relations among retail sales training, organizational support, and store performance and to examine whether training interacts with organizational support to predict store performance. The study is unique in that it presents an example of the analysis of the relationship between organizational level measures of training and performance, as opposed to more traditional individual level measures. Archival data in a correlational design were analyzed for 62 stores belonging to the same international merchandising firm. Two measures of training and two measures of support were used to predict two measures of store performance. Results indicated that training and organizational support were significantly correlated with both measures of store performance, although the relationship between training and organizational performance was stronger. In contrast to predictions, there were no significant interactions between the training and support variables.     

Professions, Trades, and the Obligation to Inform

ABSTRACT The concept of a 'professional', as distinguished from that of a 'tradesman', encompasses both white collar workers and those who produce excellent work in any occupation. These divergent meanings have a common philosophical source in the way workers justify their work. A worker becomes a professonal by professing reasons for doing his work in a certain way. A worker is a tradesman if the value of his work in trade is the sole justification for the way it is done. Workers can be both professionals and tradesmen, unless what the consumer will buy and what is proper are different, placing 'reason value'and 'trade value'into conflict. Value conflicts are most likely in occupations involving a high level of theoretical knowledge, where the consumer has trouble judging what is proper. Thus, we say that professional persons work in white collar occupations, but that is misleading, for 'professional'is a way of handling value conflicts, not a kind of work. In value conflicts the worker has an obligation to inform the consumer—to profess reasons—about what is proper work.