The attention given to the contingent segment of the workforce has significantly increased over the past decade. Investigative topics include the correlates of temporary employee work attitudes and behaviors. This study used a correlational design to examine leader behaviors outlined by the path-goal theory of leadership, as perceived by temporary employees (N ϭ 126), as a determinant of their organizational commitment and citizenship behaviors. The results indicated that temporary workers' affective commitment was positively related to perceptions of instrumental and supportive leadership. The latter was also significantly related to the participants' organizational citizenship behavior. Implications for both research and practice are discussed.

In this conceptual paper, we consider organizational storytelling as a communications tool in which stories are used to reduce the stress and anxiety of organizational members during a crisis. While there is much consensus among organizational scholars detailing storytelling's active role in such processesas organizational learning and performance (Boje, 1991;Czarniawska, 1998), knowledge sharing and knowledge management (Denning, 2000), management development (Morgan & Dennehy, 1997), and normative organizational behavior (Poulton, 2005) When organizational storytelling scholars recently covened for their annual Organizational Storytelling Weekend in Washington, D.C., the symposium' s founder, Steve Denning, observed that for the first time, their meeting was taking place

In this article, we explore how the folk science of physiognomy shaped the training given to salesmen in the early 20th century. In reviewing training and vocational counseling manuals from the past and using them as cultural artifacts, one can put forth the theme that the field of training and development advances only through critical reflection—specifically, questioning training's role within a broader context including issues of social justice. Lessons learned here include the recurring idea that we, in human resource development (HRD), must be vigilant in ensuring that not only are training outcomes ethical but so too are the interventions.

In this article we introduce the job aid as a cultural artifact in specific historical social contexts. Framing job aids as such within a broader context of social history enables human resource development (HRD) researchers and practitioners to reflect critically on training and development with a perspective on social justice vis‐à‐vis social responsibility. With the use of a targeted literature review, we present two historical cases of questionable job aids, specifically, in the so‐called patent medicines of the early 20th century and the job aids used for training the Hitler Youth. Lessons learned from social history include recognizing the fundamental role that culture has in shaping not only what actions adult learners carry out, but also how the job aids can memorialize their performance. Further, it is posited that introducing the dimension of social history to training offers a more thorough and robust inquiry to critical HRD.

The purpose of this study was to examine the impact demographic variables of gender and sales experience have on the performance of business‐to‐business (B2B) sales professionals. If a deeper understanding can be established of how gender and sales experience variables relate to B2B sales performance, human resource development (HRD) and human performance improvement (HPI) professionals can use these indicators during the hiring and selection process. This article reports findings of the study and offers implications to the field of HRD and HPI.