�ݺ�ߣshows by User: AlessandroAntonini1

�ݺ�ߣshows by User: AlessandroAntonini1 / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: AlessandroAntonini1 / Mon, 03 Apr 2017 08:56:24 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: AlessandroAntonini1 The Business Impact of HRM /slideshow/antonini-the-business-impact-of-hrm/74229615 20170323antonini-170403085625
Analysis of the existing models of Human Resource Management impact measurement]]>
Analysis of the existing models of Human Resource Management impact measurement]]> Mon, 03 Apr 2017 08:56:24 GMT /slideshow/antonini-the-business-impact-of-hrm/74229615 AlessandroAntonini1@slideshare.net(AlessandroAntonini1) The Business Impact of HRM AlessandroAntonini1 Analysis of the existing models of Human Resource Management impact measurement <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/20170323antonini-170403085625-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Analysis of the existing models of Human Resource Management impact measurement

The Business Impact of HRM from Alessandro Antonini

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0 A New Questionnaire for the Evaluation of Cognitive Styles (14th ECP 2015) /slideshow/1-presentazione-ecp-2015/50324460 1presentazioneecp2015-150708230956-lva1-app6891
Many studies have shown the relevance of “intuition” for what concerns decision making in organizations (Hodgkinson, Sadler-Smith, Burke, et al., 2009). In the Cognitive-Experiential Self-Theory by Epstein (2008; 2010), intuition is considered as a product of the experiential system. Carruthers (2006) considers intuition as a process where the underlying “mental model” remains unconscious, but its effects on motivational modules can become conscious. These effects translate into emotions, i.e. the output of intuitive processes. Finally, according to Betsch (2008), emotions are used for decision making. The study of cognitive styles thus becomes important to explain naturalistic decision making, given the possible connections between intuition and managerial competences (Castelli, Berganton, 2013). Unfortunately, available tools like the R.E.I. by Pacini and Epstein (1999) or the C.S.I by Cools, Van Den Broeck (2007) show some weaknesses: the percentage of explained variance is low, and in the wording of their items there are serious social desirability biases. For these reason, a new instrument was built, designed for administration in organizational contexts, where social desirability bias play a relevant role. The new tool, in its Italian version, has been administered to a sample of 261 Italian participants. Its statistical properties seem to be quite good. A second administration of its English version to a sample of English native speakers is forecasted.]]>
Many studies have shown the relevance of “intuition” for what concerns decision making in organizations (Hodgkinson, Sadler-Smith, Burke, et al., 2009). In the Cognitive-Experiential Self-Theory by Epstein (2008; 2010), intuition is considered as a product of the experiential system. Carruthers (2006) considers intuition as a process where the underlying “mental model” remains unconscious, but its effects on motivational modules can become conscious. These effects translate into emotions, i.e. the output of intuitive processes. Finally, according to Betsch (2008), emotions are used for decision making. The study of cognitive styles thus becomes important to explain naturalistic decision making, given the possible connections between intuition and managerial competences (Castelli, Berganton, 2013). Unfortunately, available tools like the R.E.I. by Pacini and Epstein (1999) or the C.S.I by Cools, Van Den Broeck (2007) show some weaknesses: the percentage of explained variance is low, and in the wording of their items there are serious social desirability biases. For these reason, a new instrument was built, designed for administration in organizational contexts, where social desirability bias play a relevant role. The new tool, in its Italian version, has been administered to a sample of 261 Italian participants. Its statistical properties seem to be quite good. A second administration of its English version to a sample of English native speakers is forecasted.]]> Wed, 08 Jul 2015 23:09:56 GMT /slideshow/1-presentazione-ecp-2015/50324460 AlessandroAntonini1@slideshare.net(AlessandroAntonini1) A New Questionnaire for the Evaluation of Cognitive Styles (14th ECP 2015) AlessandroAntonini1 Many studies have shown the relevance of “intuition” for what concerns decision making in organizations (Hodgkinson, Sadler-Smith, Burke, et al., 2009). In the Cognitive-Experiential Self-Theory by Epstein (2008; 2010), intuition is considered as a product of the experiential system. Carruthers (2006) considers intuition as a process where the underlying “mental model” remains unconscious, but its effects on motivational modules can become conscious. These effects translate into emotions, i.e. the output of intuitive processes. Finally, according to Betsch (2008), emotions are used for decision making. The study of cognitive styles thus becomes important to explain naturalistic decision making, given the possible connections between intuition and managerial competences (Castelli, Berganton, 2013). Unfortunately, available tools like the R.E.I. by Pacini and Epstein (1999) or the C.S.I by Cools, Van Den Broeck (2007) show some weaknesses: the percentage of explained variance is low, and in the wording of their items there are serious social desirability biases. For these reason, a new instrument was built, designed for administration in organizational contexts, where social desirability bias play a relevant role. The new tool, in its Italian version, has been administered to a sample of 261 Italian participants. Its statistical properties seem to be quite good. A second administration of its English version to a sample of English native speakers is forecasted. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/1presentazioneecp2015-150708230956-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Many studies have shown the relevance of “intuition” for what concerns decision making in organizations (Hodgkinson, Sadler-Smith, Burke, et al., 2009). In the Cognitive-Experiential Self-Theory by Epstein (2008; 2010), intuition is considered as a product of the experiential system. Carruthers (2006) considers intuition as a process where the underlying “mental model” remains unconscious, but its effects on motivational modules can become conscious. These effects translate into emotions, i.e. the output of intuitive processes. Finally, according to Betsch (2008), emotions are used for decision making. The study of cognitive styles thus becomes important to explain naturalistic decision making, given the possible connections between intuition and managerial competences (Castelli, Berganton, 2013). Unfortunately, available tools like the R.E.I. by Pacini and Epstein (1999) or the C.S.I by Cools, Van Den Broeck (2007) show some weaknesses: the percentage of explained variance is low, and in the wording of their items there are serious social desirability biases. For these reason, a new instrument was built, designed for administration in organizational contexts, where social desirability bias play a relevant role. The new tool, in its Italian version, has been administered to a sample of 261 Italian participants. Its statistical properties seem to be quite good. A second administration of its English version to a sample of English native speakers is forecasted.

A New Questionnaire for the Evaluation of Cognitive Styles (14th ECP 2015) from Alessandro Antonini

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0 https://cdn.slidesharecdn.com/profile-photo-AlessandroAntonini1-48x48.jpg?cb=1619742742 What can I do for you? 1. Design and carry out innovative, effective and cognitively sustainable learning experiences 2. Analyze and improve the Employee Experience in your firm 3. Increase the efficiency of corporate Training Management (do better with less) https://cdn.slidesharecdn.com/ss_thumbnails/20170323antonini-170403085625-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/antonini-the-business-impact-of-hrm/74229615 The Business Impact of... https://cdn.slidesharecdn.com/ss_thumbnails/1presentazioneecp2015-150708230956-lva1-app6891-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/1-presentazione-ecp-2015/50324460 A New Questionnaire fo...