No abstract

No abstract

Levels of in-role and extrarole performance were experimentally manipulated in a 3 × 2 within-subjects design. Dimensions capturing both in-role and extrarole behaviors (i.e., citizenship behaviors directed toward other individuals) strongly influenced various measures of rater search strategies as well as the ratings given by 116 supervisors evaluating secretarial performance. Furthermore, as predicted by D. W. Organ (1990), dimension ratings assigned to ratees with high levels of extrarole behavior displayed significantly more halo than ratings given to ratees with neutral levels of extrarole behavior. Tests for the effects of level of extrarole behavior on 2 measures of rater accuracy produced contradictory results. Implications are discussed.

No abstract

This editorial describes the fields of human resource management (HRM) and human resource development (HRD), including brief histories of both areas. Distinctions between the fields are made, as well as overlap between them. Ideas are presented concerning ways that manuscripts submitted to this journal can be best positioned for successful outcomes. A framework from Mankin () is used to depict overlap between organizational strategy and structure, organizational culture, HRM, and HRD. As these topics converge in greater alignment, the need for and centrality of strong HRD principles and practices should increase.