Training research is beginning to examine the trainee as an active participant in the learning process. One component of this process involves the choices learners make about the effort they will apply to the learning task. Learner effort was examined in two ways: amount of effort and type of effort. Both amount and type of effort were measured in multiple ways. The results indicated that mastery orientation and time on task were the strongest predictors of performance on the knowledge learning outcome, while perceived mental workload and the use of an example during learning predicted performance on the application learning outcome. Implications for training practice and research are discussed.

Abstract. One stated purpose of electronic human resource management (e-HRM

A growing trend is to encourage employees to become actively involved in the management of their own careers. Career self‐management, the degree to which one regularly gathers information and plans for career problem solving and decision making, includes two main behaviors: developmental feedback seeking and job mobility preparedness. Although career self‐management training is a commonly used employer intervention to re‐socialize individuals to increase their own career management activity, it is rarely rigorously evaluated. Relying on an expectancy theory framework, the goal of this study was to evaluate the general effects of career self‐management training using a quasi‐experimental design. Based on data from several hundred professionals at a major U.S. employer, the results showed formal training efforts were generally not successful in resocializing people to engage in career self‐management activities, and when done as an isolated human resource strategy, decreased trainees' likelihood of engaging in career self‐management behaviors. To the extent that Time 2 expectancy perceptions got worse, the results showed that an individual's attitudes toward feedback seeking mediated the relationship between the training intervention and the level of preparation for job mobility conducted 6‐8 months following the training.

This experimental study investigated the mechanisms by which learner control influences learning in an e-learning environment. The authors hypothesized that learner control would enhance learning indirectly through its effect on trainee reactions and learner engagement (in particular, off-task attention), such that learners who were more satisfied with the training and devoted more cognitive resources toward the instructional content versus off-task thoughts would possess greater posttraining knowledge. The study also examined the role of individual differences (training motivation and goal orientation) in the prediction of these 2 mediating variables. A sample of 274 undergraduates completed an e-learning program, either with or without interactive, learner control tools. Results suggest that both training satisfaction and off-task attention predicted subsequent learning. Learner control had a positive impact on training satisfaction but was not related to off-task attention. The individual difference variables had a differential impact on the mediating variables. In particular, performance orientation was linked to off-task attention, whereas mastery orientation was found to indirectly influence satisfaction via its direct effect on training motivation. Implications for the design and further study of e-learning are discussed.

This paper provides an introduction to the special issue on human resource management (HRM) in supply chains. To this point, HRM researchers have paid little attention to the fi eld of supply chain management (SCM) and how HRM practices may help fi rms manage their supply chains more effectively. We provide an overview of supply chain management for readers new to this fi eld. We conceptualize three potential applications of HRM in supply chains, and then use our framework to introduce and link the papers that comprise the special issue. © 2010 Wiley Periodicals, Inc.Keywords: human resource management, supply chain management Introduction H u man resource researchers and managers need to devote attention to supply chain management, because increasingly, opportunities for competitive advantage rest in managing people within and between firms in supply chain relationships (Ketchen & Hult, 2007). For example, Wal-Mart's systematic, intensive management of its supplier relationships and supplier logistics results in cost savings that are passed along to Wal-Mart customers (Weier, 2008). While many organizations recognize the importance of strategically managing their supply chains, they are less likely to grasp that successful supply chain management rests on the performance of the people in supply chains (Gattorna, 2006). At the same time, human resource practitioners and scholars have made great strides in understanding HR practices and processes that improve worker and firm performance, but rarely do they consider the supply chain implications of their research.The challenges of human resource management in supply chain settings are magnified by today's exceedingly complex business environments, which are characterized by shorter product life-cycles, product proliferation, ongoing outsourcing, and the globalization of the supply base and markets (Bozarth, Warsing, Flynn, & Flynn, 2009;Closs, Jacobs, Swink, & Webb, 2008).In our observation, the current body of human resource scholarship appears to be "missing the boat" in terms of recognizing the importance of "supply chains," which are HUMAN RESOURCE MANAGEMENT, SEPTEMBER-OCTOBER 2010Human Resource Management DOI: 10.1002/hrm defined as multiple organizations that work together to provide raw materials, produce goods and services, and deliver finished products to customers (Council of Supply Chain Management Professionals, 2010). Despite calls for organizations to manage the human capital in their supply chains better (Carter & Carter, 2007;Lummus, Melnyk, Vokurka, Burns, & Sandor, 2007) and some promising empirical work in this direction from supply chain management (SCM) researchers (e.g., Koulikoff-Souviron & Harrison, 2007), research on HRM in the supply chain literature remains paltry (Giunipero, Hooker, JosephMatthews, Yoon, & Brudvig, 2008). This is unfortunate because a diverse array of HRM research exists that taken as a whole and applied to the supply chain context can provide substantial insights into supply chain functioning (MacDuffie, 2007). There...

Implementation of employee self‐service (ESS) technology presents a variety of challenges for organizations as they strive to maximize return on investment and change management. Using a research framework grounded in the theory of planned behavior, this study examines factors that enhance user acceptance of ESS technology both before and after implementation. Results suggest that employees are more likely to intend to use ESS technology when they have positive attitudes toward using it and when subjective norms in the organization support use of the technology. Perceived organizational support (POS) enhanced the effect of managerial pressure on perceptions of normative beliefs supporting use of the technology post‐implementation. Implications of the research and future research directions are discussed.

As the use of outsourcing as a staffing strategy continues, it is important to understand how the landscape of human resource management shifts in response to this strategy. Much of the existing outsourcing research in human resource management and organizational behavior has examined individuallevel responses. In this article, we use this research to identify the outsourcing-related challenges facing HR professionals in both the service provider and client organizations as they strive to attract, motivate, and retain high-performing employees and explore HR practices that may help achieve organizational goals. Areas in need of additional research are also identified. H Hu um ma an n R Re es so ou ur rc ce e M Ma an na ag ge em me en nt

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