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|Richard A. Swanson Research Excellence Award|
The Richard A. Swanson Research Excellence Award is given to the author(s) of the outstanding Human Resource Development Quarterly refereed article in each annual volume.
This is a Journal-sponsored award. Contact the Chair for more information.
Chair: Thomas G. Reio, Jr.
Award Decisions to the Office: All awards winners are due back to email@example.com by Monday – January 6, 2020 at 5:00pm Central time.
Given the high standards implicit in this award, there is no guarantee that this award will be given each year.
An equitable two-tier approach is used for identifying the award-winning article. First, the Swanson Award Committee Chair will solicit nominations from the entire HRDQ Editorial Board, including committee members and the Chair. The Committee Chair will tally these results to arrive at a pool of five to six nominees. The Swanson Award Committee, selected by the HRDQ Editorial Team, will then discuss these nominated articles and determine an award recipient. This approach ensures that all refereed articles have the potential to be reviewed by members of the Editorial Board, and yet streamlines the final decision process. The award criteria listed above and the following evaluative points will be used by the Editorial Board and the Swanson Award Committee when reviewing articles for nomination and selecting the award recipient:
Volume 30 (2018)
“What Imposters Risk at Work: Exploring Imposter Phenomenon, Stress Coping, and Job Outcomes” HRDQ, Volume 29, Issue 1
Volume 29 (2017)
“Towards an Understanding of HRD Lean Strategy Linkages: A Multicase Study of Four U.S. Based Firms” – Vol 28(4), 553-592.
Volume 28 (2016)
Social Competence in Small Firms—Fostering Workplace Learning and Performance 27(3)
Volume 27 (2015)
Employees’ Perceived Use of Leader Power and Implications for Affect and Work Intentions, 26:4, p. 359-384
Volume 26 (2014)
The Organizational Context and Performance Implications of Human Capital Investment Variability,” Volume 25:1, HRD
Volume 25 (2013)
Organizational Support for Action Learning in South Korean Organizations, HRDQ, 24:2, 185-213
Volume 24 (2012)
Volume 23 (2011)
Mentoring as an HRD Approach: Effects on Employee Attitudes and Contributions Independent of Core Self-Evaluation
Volume 22 (2010)
Managing Workplace Incivility: The Role of Conflict Mangement Styles - Antecedent or Antidote
Volume 21 (2009)
The development and resulting performance impact of positive psychological capital
Volume 20 (2008)
Towards Development of a Generalized Instrument to Measure Andragogy
The Power of Work Experiences: Critical Characteristics to Developing Expertise in Strategic Thinking
Where to now? The Impact of Race and Ethnicity on Workplace Learning and Development: A Review of the Research
Key Characteristics of Effective and Ineffective Developmental Interactions
Determinants of Participation and Nonparticipation in Job-Related Education and Training in Shenzhen, China
Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry
Matching Training Methods and Factors of Cognitive Ability: A Means to Improve Training Outcomes
Leadership Styles and Work-Related Values of Managers and Employees of Manufacturing Enterprises in Post-Communist Countries
Development of a Generalized Learning Transfer System Inventory
Leadership and Culture: Work-Related Values and Leadership Styles Among One Company's US and German Telecommunication Employees
Current Status and Future Trends of Diversity Initiatives in the Workplace: Diversity Experts' Perspective
Volume 8 (1996)
The Job Training Experiences of Black and White Women, 1970-1991
Managerial Behaviors and Workgroup Climate as Predictors of Employee Outcomes
Augmenting Behavior-Modeling Training: Testing the Effects of Pre-and-Post-Training Interventions
The Relationship Between Organizational Transfer Climate and Positive Transfer of Training
A Case Study in Forecasting the Financial Benefits of Unstructured and Structured On-the-Job Training
Organizational Training and Signals of Importance: Linking Pretraining perceptions to Intentions to Transfer