A FIELD SURVEY OF FACTORS AFFECTING THE ADOPTION AND PERCEIVED SUCCESS OF DIVERSITY TRAINING

Seven hundred and eighty-five human resource professionals responded to a questionnaire about diversity issues in their organizations. Analyses were conducted to determine the factors associated with (a) adoption of diversity training and (b) perceived training success. Results revealed that both training adoption and perceived training success were strongly associated with top management support for diversity. In addition, training adoption was associated with large organizational size, positive top management beliefs about diversity, high strategic priority of diversity relative to other competing objectives, presence of a diversity manager, and existence of a large number of other diversity-supportive policies. Perceived training success was also associated with mandatory attendance for all managers, long-term evaluation of training results, managerial rewards for increasing diversity, and a broad inclusionary definition of diversity in the organization. Suggestions for future research are offered.     

Attractiveness of the "Middle of the Road" Political Candidate

Three classroom experiments were done in which subjects evaluated hypothetical political candidates based on the candidates' positions on three issues. In the first study, subjects evaluated the candidate advocating a neutral position on the issues lower than all other candidates. The second study systematically varied the number of neutral positions the candidates could take and the same result was found, viz., the more neutral positions the candidate took, the lower the evaluations. It was further found that one's own political position did not affect the negative evaluation of the neutral candidate. Subjects' perceptions of the candidate advocating neutrality were assessed in a third study. Results are discussed in the framework of dealing with possible optimal political strategies that candidates might use.     

THE INFLUENCE OF TRAINING METHOD AND TRAINEE AGE ON THE ACQUISITION OF COMPUTER SKILLS

This experiment examined the influence of training method and trainee age on performance during training in the acquisition of computer software skills. A behavioral modeling training method yielded consistently superior computer software mastery compared with a nonmodeling approach. Older trainees exhibited significantly lower performance than did younger trainees in both the modeling and the nonmodeling training conditions. Findings are discussed in terms of strategies for overcoming older worker technological obsolescence.