Increasingly, human resource professionals are being challenged to manage organizational programs that have proliferated in the wake of continual pressure to respond to competition and environmental change. This research examines program commitment, that is, an employee's commitment to an organizational program, and investigates its association with important organizational outcomes and a set of potential antecedents in 2 longitudinal field studies. In the first study, program commitment was positively related to participation in the program and program‐related performance. In the second study, organizational commitment, change efficacy, and teamwork orientation were supported as antecedents to program commitment.

This article presents an authentic field study, which used an entropy-based formula to measure team diversity, of 50 teams. The data were collected in a division of a high-tech, Fortune 500 company. The results revealed that diversity (race, age, sex, and function) had no impact on quality of innovation, whereas sex and race had a negative and positive impact, respectively, on quantity of innovation. It was also found that race and sex negatively influenced perceptions of teaming consideration.

Issues of gender and mentoring are explored through several theoretical lenses—similarity-attraction paradigm, power dependence, social exchange, biological, and psychological theories—to provide a more comprehensive view of mentoring from a gender-based perspective. Issues related to gender and mentoring presented in past mentoring research and tenets from several theoretical bases are used to develop research propositions. The relevance of studying gender issues in mentoring is emphasized and suggestions for conducting research on gender and mentoring are presented.

In nonprofit organizations, motivating volunteers for particular activities is challenging because they can take place in unstructured environments. Therefore, members are disengaged despite their initial commitment to the cause. An important opportunity in the literature is to examine motivation from the perspective of the volunteer; and, more specifically, to test for the differential impact that self‐efficacy, collective efficacy, and perceived organizational support have on three motivational outcomes: effort, performance, and satisfaction. Our focus is on volunteer motivation to support a specific event or project. Teasing out the impact of one's efficacious beliefs about their group at the individual level is an important contribution that has yet to be examined. Using data from 285 volunteers, results indicate that collective efficacy and perceived organizational support positively influence volunteer satisfaction. An important contrast we confirmed, unlike self‐efficacy and perceived organizational support, was collective efficacy's negative relationship to effort, which in turn affected performance. We were able to isolate the unique relationships, corroborating extant research with respect to self‐efficacy and perceived organizational support. As a result, the potential for spurious relationships was ruled out, adding credibility to the new findings.

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