
Capella at SHRM conference
Snapshot of Capella Avenue live from the SHRM conference.
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Welcome to Organizational Perspectives, a home for cross-disciplinary dialogue about human capital management.
Improving an organization’s performance can be approached from a business, psychology, or education discipline.
A motivated, team-oriented, and creative workforce is a result of professionals from these three disciplines working together. Human resource professionals bring talent into organizations through hiring and promotion, training and performance improvement professionals develop talent to meet organizational needs, and organizational psychologists look at the effects that social and workplace contexts have on individuals and groups.
Organizational Perspectives is hosted by Capella University to enable scholars and practitioners to exchange and discuss ideas in human capital management.
Click here to learn more about the degree programs at Capella University in the disciplines of business, education, or psychology, or call 1.800.CAPELLA, option 2, to speak with an enrollment counselor.

Snapshot of Capella Avenue live from the SHRM conference.
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When it comes to issues related to intellectual property, nothing has changed, but everything has changed. The Copyright Act was last updated with the 1998 Digital Millennium Copyright Act (DCMA). Aside from a few revisions, the circa 1790 principles protecting the rights of those who create content are largely unchanged. But everything has changed in the digital culture, where individuals can create, distribute, download, adapt, and/or use information and creative work.
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New lingo emerges — but without clear definition, it can become meaningless jargon.
The American Society for Training and Development (ASTD) recently surveyed 518 people representing a variety of organizational sizes and industries for the new ASTD/i4cp Talent Management Practices and Opportunities study. One result - a new definition for the term talent management.
They describe it as “a holistic approach to optimizing human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that are aligned to business goals.” What do you think? If you’d change something please post your suggestions.
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Both the Human Capital Institute and HR.com offer free, but rich, opportunities to interact directly with experts in an array of talent-related areas. Not surprisingly, HR.com focuses on topics in the human resources arena. The Human Capital Institute offers webinars every day on four tracks: Talent Strategy, Acquisition, Development and Leadership. Here are some selected upcoming events that might be of interest to the Organizational Perspectives community…
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Elizabeth Jones, PhD Candidate, Capella University
Shelley Robbins, PhD, Senior Core Faculty, Capella University
Being authentic as a leader is being self-aware, being true to one’s self, and bringing all of one’s self to one’s work. Authenticity in leadership and voicing one’s authentic leadership are espoused as prized elements of leadership excellence. But is it advisable to voice true feelings? Is it safe to be authentic in organizations? What does authenticity really look like? Does authenticity manifest differently in women and men?
Beth Jones and I have been studying the ways in which authenticity and authentic voice affect women. In their 1992 classic, Meeting at the Crossroads, Lynn Mikel Brown and Carol Gilligan used the concept of voice as a metaphor for describing a person’s perspective, experiences, and stories.
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Will Wilson, PhD and Lori LaCivita, PhD
I/O Psychology
Harold Abel School of Psychology
Capella University
September 29, 2008
What can we do to better attain our own potential? Why don’t our workers reach the potential that we see in them? What characteristic most distinguishes effective employees from average workers? What separates organizations that do well from organizations that fail or who simply never seem to grow and develop beyond a limited degree of success? Upon examination of this issue, it is evident that organizational and employee and leader development involves much more than sheer, raw intelligence and hard work.
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While Kirkpatrick’s “4 Levels” and other frameworks for evaluating training have been around for over 50 years, only about half of all training programs are evaluated for objective performance improvement outcomes. This has been found to be true for distance training programs, as well as face-to-face training programs.
So, how do executives really evaluate distance training?
I’m nearing the end of a year-long study of that question, and I welcome your comments, suggestions, and resources to this post.
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Training Magazine has named Tracy Lendi, a doctoral learner in the School of Education Training and Performance Improvement program, as one of this year’s Top 10 Young Trainers. Her never-say-no enthusiasm for training and innovative approaches caught the attention of clients and employers who nominated her.
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To successfully align talent and strategy, today’s leaders need a “global mindset.” In the cross-cultural, multi-lingual workplace where dispersed workers collaborate online, communication skills are needed at a new level. Dr. April Wall and Theresa Rich discuss their research on these questions in chapters they contributed to the forthcoming Handbook of Research on Electronic Collaboration and Organizational Synergy. The Handbook explores studies of electronic collaboration across organizations, or inter-organizational collaboration, and within organizations, intra-organizational collaboration.
April’s chapter, “Collaborating on Leadership Development: Using Technology Enhanced Collaborative Leadership Development” discusses inter-organizational collaboration while Theresa’s chapter, “Globalizing A Function Within A Company” examines intra-organizational collaboration. Both agree that online collaboration and virtual teamwork are essential to contemporary business operations. Updated leadership attitudes and skills are needed to engage and motivate talent across the organization.
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