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These empirical results provide new and strong support for Langford's 1994 quantitative demonstration that the qualitative results of nominal grouping sessions (NGS) are highly reliable and valid. We also show that NGS produces responses in greater depth and breadth than many years of research have demonstrated for focus groups. Since the NGS procedure provides broad, deep, reliable and valid results that are ranked by importance to the subject of interest, we had all the detailed information we needed for effective decision making without subsequently surveying a random sample of the population. The quantitative survey results strongly supports our conclusion that NGS provided all the correct answers in detail. We firmly believe NGS eventually will replace focus groups as the qualitative research method of choice when valid and complete results are important to decision makers, and will render many surveys unnecessary.

Corporations competing in the global marketface a number of challenges and opportunities in effective human resources training. Many firms address this issue by emphasizing multimedia-based training systems. Given the rapid increase in multimedia-based training, it is important that barriers to effective use of this technology be identijied. There is substantial evidence in the human resources training literature that low self-efficacy levels among trainees canform a barrier to a specific training technique. Therefore, it is reasonable to believe that receptiveness to multimedia-based training among trainees may differ based on multimedia sey-efficacy. This issue was examined through the use offactor analysis, which revealed two significant selfefficacy factors: developed self-eJicacy and existing self-eficacy. These factors proved to be highly significant to respondents' perceptions of multimedia training effectiveness. Thefinding suggests that training effectiveness is determined not only by the training content and media presentation but also by the trainees' sey-eficacy.Two of the important issues that organizations face in today's world of global competition and opportunity are the training and development of human resources and the use of rapidly growing technology (Ferman, Hoyman, Cutcher-Gershenfeld, and Savoie, 1990). Goldstein (1989) has argued that managers and organizations are more frequently turning to training as a solution to work issues. There is evidence to support Goldstein's arguments. Recent studies estimate that organizations within the United States spend more than $50 billion annually in the development and delivery of training programs

The purpose of this study is to examine, from the subordinate's perspective, the relationship of dysfunctional leadership dispositions to employee engagement, job satisfaction and burnout. Design/methodology/ approach: A field study survey was used to capture three categories of dysfunctional dispositions and three employee variables from employees engaged in dyadic relationships with leaders. Multiple regression analysis was used to test relationships hypothesized to exist between dysfunctional behaviors and employee engagement, job satisfaction, and burnout. Findings: Leadership factors associated with intimidation and avoiding others have a significant relationship with employee engagement, job satisfaction, and burnout. In this case, factors associated with charm, manipulation,

Coppetitive intelligence (CI) professionals have long recognized the value of assessing and analyzing information on functional organizational areas. Functionallevel CI programs include those CI-based activities

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