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Relevant bibliographies by topics / Employee development

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Academic literature on the topic 'Employee development'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 April 2022

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Journal articles on the topic "Employee development"

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CROUCHER, RICHARD, and MICHAEL BROOKES. "German Employers’ Inputs to Employee Skills Development." Industrial Relations: A Journal of Economy and Society 48, no. 2 (April 2009): 231–36. http://dx.doi.org/10.1111/j.1468-232x.2009.00555.x.

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Lee, Chay Hoon, and Norman T. Bruvold. "Creating value for employees: investment in employee development." International Journal of Human Resource Management 14, no. 6 (September 2003): 981–1000. http://dx.doi.org/10.1080/0958519032000106173.

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Jangbahadur, Uttara, and Vandna Sharma. "Measuring Employee Development." Global Business Review 19, no. 2 (November 23, 2017): 455–76. http://dx.doi.org/10.1177/0972150917713548.

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The aim of this study is to identify the factors of employee development (ED) and to validate those identified set of factors using confirmatory factor analysis (CFA). Data were collected personally from employees of manufacturing industries. Factor analysis was carried out to explore the factors and CFA was carried out to check the reliability, validity and the model fitness. The scale had a high degree of reliability and validity and ensured the presence of both convergent and discriminant validity. The scale developed in this study is based on only four factors of ED as identified by different authors. In future, other factors, such as knowledge management and management development programmes, can also be included in the study. The instrument developed in the study for ED provides a basis for most of the academicians and the researchers to empirically test the relationship between ED, individual performance and organizational effectiveness, which has become an important area of interest among the researchers in recent years. The study is based on identifying the measures/factors of ED and validate those factors.

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James, Philip. "Employee development programmes." Personnel Review 25, no. 2 (April 1996): 35–49. http://dx.doi.org/10.1108/00483489610110078.

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Castillo, Victoria, Lucas Figal Garone, Alessandro Maffioli, Sofia Rojo, and Rodolfo Stucchi. "Knowledge Spillovers through Labour Mobility: An Employer–Employee Analysis." Journal of Development Studies 56, no. 3 (May 3, 2019): 469–88. http://dx.doi.org/10.1080/00220388.2019.1605057.

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Philpot, Denise R., and Mariya Gavrilova Aguilar. "Post-Leave (Return to Work) Training Needs and Human Resource Development." Advances in Developing Human Resources 23, no. 2 (March 5, 2021): 171–84. http://dx.doi.org/10.1177/1523422320982935.

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The Problem Employee leave is impacted by a variety of laws that address employer obligations and employee responsibilities. While the employee leave process is managed by an organization’s Human Resource Management (HRM) function, in most cases these laws and internal organizational policies and procedures do not address the training needs related to the employee’s return to work and subsequent integration into the workplace. Training, and Development is a component of Human Resource Development (HRD) and thus HRD should be largely involved in the employee’s transition back to work. In addition, supervisors/managers should examine their role in to evaluating the training needs of the employee and facilitating a successful post-leave return to work. The HRD literature can benefit from an integrated model of. The Solution This article reviews an important workplace phenomenon existing at the intersection of Human Resource Management (HRM) policies related to employee leave and HRD practices related to addressing training needs upon return to work and emphasizing employee orientation and integration back into the workforce. As a major component of HRD, Organization Development (OD) can also be employed to create a supportive organizational culture for employees on leave. We synthesize existing research on post-leave and rely on the HRD literature to propose solutions that highlight employee training and development interventions. Recommendations for practitioners include how to improve the workplace environment for employees prior to their leave as well as upon return, how to enhance the existence of orientation programs, and how to properly train managers to work well with employees and assess their training needs upon return from leave. The Stakeholders HRD practitioners that are looking to improve leave policies and documented practices as they pertain to the performance and training needs of leave-taking employees upon returning to work as well as managers that strive to ensure returning employees have the knowledge and skills necessary to regain previous levels of competence and productivity will be interested in this research.

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Venkat, Vuppalapati Vijaya, and Roohi Kursheed Khan S. "Impact of Competency Management on Employee Self-development for Retention in Large Scale Industries." Webology 19, no. 1 (January 20, 2022): 3971–88. http://dx.doi.org/10.14704/web/v19i1/web19262.

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An organization which grows with the employees of long-time existing will create a historical success story. The creation of emotional bonding between employee and employer is the significant role of HR in a company. The automobile industry is India’s one of the largest sectors and placing a fourth largest market globally. Employee retention is very mandatory in the automobile industry because of competitors, day-to-day innovations, and migrant employees. This study is specially focused on the influence of competency assessment and employee self-development for workplace happiness among 72 Managers and 95 Engineers of various automobile companies & ancillary companies in India. Statistical analysis is carried using the statistical tool IBM SPSS 20. The outcome of the study insists that reward programs, promotions, and self-development programs must be organized regularly. The study concludes that competency assessments and self-development have a strong positive impact on workplace happiness, leading to employee retention.

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Gladka, Olena, Victoria Fedorova, and Yana Dohadailo. "DEVELOPMENT OF CONCEPTUAL BASES OF THE EMPLOYEE LIFE CYCLE WITHIN AN ORGANIZATION." Business: Theory and Practice 23, no. 1 (February 7, 2022): 39–52. http://dx.doi.org/10.3846/btp.2022.13510.

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The purpose of the study is to review and integrate various definitions of the employee life cycle (ELC) and to develop new conceptual bases of ELC by applying logical analysis and systemic approach. In this article, we suggest the employee life cycle has a “client-based” approach. Therefore the development of the ELC is similar to the development of the client life cycle and each stage of this process requires adoption and use of external and internal personnel marketing tools. At the same time, it implies simultaneous various activities of employees and employers alike. A customer-centric process on the labor markets (external and internal) is initiated by the personnel marketing product. It is defined by three levels aiming to attract and retain employees. The model of the ELC proposed hereafter shows the bilateral mechanism of the employee-employer interaction. Through the activities of external (employee attraction) or internal (employee retention) personnel marketing the organization can build its “perceived” or “received” Employer Value Proposition (EVP). The refined definition of the ELC is based on the theoretical foundations of personnel marketing and takes into account the employee and the employer’s perspectives; our definition identifies the ELC time frame and defines indicators of the ELC measurement for further empirical studies. Suggested ELC stages were developed in a way to reflect characteristics and actions for the employer and the employee simultaneously. To maintain or renew the employee engagement level a set of measures were suggested for implementation at each stage of the ELC.

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Noe, Raymond A. "Employee Training & Development." NHRD Network Journal 2, no. 4 (January 2009): 87–88. http://dx.doi.org/10.1177/0974173920090420.

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Stofkova, Zuzana, and Viera Sukalova. "Sustainable Development of Human Resources in Globalization Period." Sustainability 12, no. 18 (September 17, 2020): 7681. http://dx.doi.org/10.3390/su12187681.

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The article deals with human resource management, its theoretical principles, and its use in practice in the era of globalization. The main goal of this paper is to analyze and describe human resource management focused on the process of human resource development and education. The article shows how the principles are applied in a selected Information-Communication Technologies (ICT) company in Slovakia as an attractive employer who is interested in satisfaction, education, and growth of its employees, thus employer branding. The data was collected through a questionnaire survey with employees in the selected company. Secondary data from corporate sources were used, too. The aim of the survey was to point out the human resources management in a selected company and to examine the perception of the impact of employees development on their performance and to design effective approaches to personnel development in a selected company with an impact on employee performance. The aim of the survey was to find out whether there was a dependence between the subjectively perceived performance of the employees and individual aspects, which are the completion of technical training programs, individual evaluation of the employee, relocation of the employee, and the number of completed training activities. A questionnaire survey was used to achieve this goal.

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Dissertations / Theses on the topic "Employee development"

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Beck, Karen. "The development of affective organisational commitment /." Title page, contents and summary only, 1997. http://web4.library.adelaide.edu.au/theses/09PH/09phb3933.pdf.

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Hall, Marvin D. "Relationship between Employee Development, Employee Burnout, and Employee Turnover Intentions." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6571.

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Employee turnover is a concern for the highway maintenance leaders in the construction industry because employees with turnover intentions may exhibit decreased commitment and increased cynicism towards the organization, which may affect business profits. The purpose of this correlational study was to examine the relationship between employee development, employee burnout, and employee turnover intentions in highway maintenance organizations in the United States. Hobfoll's conservation of resources theory was the framework for this study. A convenience sampling of participants, which included a target audience who accessed the paper-based surveys from 6 field offices and the central office building within the northwestern region of Pennsylvania, returned 68 useable surveys for a response rate of approximately 33%. The data from the 68 participants were analyzed using multiple linear regression analysis. The population for the study consisted of supervisors, foremen, executive staff, and full-time management personnel. Results of the multiple linear regression analysis indicated a statistically significant relationship between employee development and employee turnover intentions (p < 0.05, Î² = 0.360) and between employee burnout and employee turnover intentions (p < 0.05, Î² = 0.512). The results of this study may contribute to positive social change by reducing employee turnover in the construction industry, keeping skilled employees within local communities, and helping employees accomplish career goals while increasing economic value. Highway maintenance leaders could use the money saved from turnover to invest in employee development and employee wellness programs.

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Shelton, Karen. "The effects of employee development programs on job satisfaction and employee retention." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001sheltonk.pdf.

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Shuler, Cynthia Jenkins. "Telecommunication Organization Employee Development Program's Role in Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7897.

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The risk of losing the most talented workers due to limited career opportunities had become an issue for telecommunication organizations. Talented workers became disengaged when there were limited opportunities for growth and development. To address this issue, human resource practitioners created employee development programs aimed at increasing employee engagement to help retain talented workers. However, data to determine the link between employee development programs, engagement, and retention were limited. The purpose of this qualitative study was to explore managers' and employees' perceptions of how a telecommunication organization's employee development program contributes to employee engagement and to explore employees' experiences resulting from the transfer of learning. Kahn's engagement model and Kirkpatrick's and Phillips's and Phillips's evaluation models provided the conceptual framework for this study. The guiding research questions focused on employees' and managers' perceptions of how the telecommunication organization's employee development program contributes to employee engagement and on employees' experiences resulting from the transfer of learning engagement concepts and activities. Using purposeful sampling, 10 employees who attended the employee development program and 5 managers shared their perceptions and experiences. The thematic analysis of the interview data uncovered 3 themes that are critical for engagement – employee-centric culture, support for career development, and management knowledge needed for real-time support. The implication of the project study was a 3-day professional development workshop for managers. Understanding how the employee development program contributes to employee engagement could offer better ways to retain talents.

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Marquis, Geraldine L. "Development of handbook addressing self-efficacy and intrinsic motivation in the corporate training setting." [Denver, Colo.] : Regis University, 2005. http://165.236.235.140/lib/GMarquis2005.pdf.

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Hobson, Nicole DeJarnett Beyerlein Michael Martin. "Succession planning and situational engagement." [Denton, Tex.] : University of North Texas, 2007. http://digital.library.unt.edu/permalink/meta-dc-5168.

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McCargar, Cindy L. "Development and evaluation of a train-the-trainer program for subject matter experts at Company X." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999mccargarc.pdf.

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Herb, Kelsey Cristine. "Investigating the Impact of Employee Development Activities on Employee Well-being." University of Akron / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=akron1429216423.

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Ntile, Zukiswa. "Assessing the personal development of employees in a municipal environment." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020420.

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Skills transfer to Municipal employees is lacking due to management delays in acknowledging and understanding its importance to the affected employees. These result in poor work performance and services delivery to the communities. In the research design the Job Performance in any organisation is expected to be releasing good results or outcomes. Employees expect to be recognised in their work they perform. The employers’ responsibility is to ensure that the employee’s interests are taken care of reasonably. Scarce skill is a very important aspect in the career of specialised skilled employees and expectations are very high in this kind of environment. Globally the scarce skill is one of the aspects that is encouraged that organisations should take cognisance of. When staff is recruited and works for the Municipality it is vital that they are retained and capacitated through trainings. The employees that have worked for the Municipality a longer period should or must at least transfer those skills for the preparation of the succession planning and continuity in the organisation. The data was collected in a form of a questionnaire where respondents indicated their responses based on the questions formulated to measure their job performance, scarce skills, retention of staff, recruitment and selection, on-the-job training for skills transfer and training in relevant field. The data collected was analysed and presented in the form of tables and percentages. The study has revealed that the clear strategies recommended are essential in the personal development of employees through training, recognition inthe institution by way of remuneration or awards and ensuring to retain staff for a longer period for succession planning in a municipal environment.

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Dachner, Alison M. "Self-Guided Development: A proactive approach to employee development." The Ohio State University, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=osu1366142796.

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Books on the topic "Employee development"

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Harrison, Rosemary. Employee development. London: Institute of Personnel and Development, 1997.

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Management, Institute of Personnel, ed. Employee development. Wimbledon, London: Institute of Personnel Management, 1993.

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Pettinger, Richard. Mastering employee development. Basingstoke: Palgrave, 2002.

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Employee training and development. Boston: Irwin/McGraw-Hill, 1999.

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Noe, Raymond A. Employee training and development. Boston: Irwin/McGraw-Hill, 2002.

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Employee training and development. 6th ed. New York: McGraw-Hill/Irwin, 2013.

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Employee training and development. 5th ed. New York: McGraw-Hill Irwin, 2010.

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C, Messinger Rhonda, ed. Strategic employee development guide. San Francisco: Jossey-Bass/Pfeiffer, 1999.

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Noe, Raymond A. Employee training and development. 5th ed. Boston: McGraw-Hill/Irwin, 2010.

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Brinkerhoff, Robert O. Strategic employee development guide. San Francisco: Jossey-Bass/Pfeiffer, 1999.

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Book chapters on the topic "Employee development"

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Charman, Tony, Susan Hepburn, Moira Lewis, Moira Lewis, Amanda Steiner, Sally J. Rogers, Annemarie Elburg, et al. "Employee Development." In Encyclopedia of Autism Spectrum Disorders, 1098. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4419-1698-3_100530.

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Hall, David, Clare Matton, and Gary Rees. "Employee Development." In Contemporary Themes in Strategic People Management, 156–65. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-27224-9_15.

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Nieto, Michael L. "Integrated Employee Development." In An Introduction to Human Resource Management, 163–82. London: Macmillan Education UK, 2006. http://dx.doi.org/10.1007/978-0-230-21623-5_9.

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Dresang, Dennis L. "Employee Training and Development." In Personnel Management in Government Agencies and Nonprofit Organizations, 229–47. Sixth edition. | New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315545387-12.

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Riggio, Ronald E. "Employee Training and Development." In Introduction to Industrial/Organizational Psychology, 178–212. Seventh Edition. | New York : Routledge, [2017] | Revised edition of the author’s Introduction to industrial/organizational psychology, 2013.: Routledge, 2017. http://dx.doi.org/10.4324/9781315620589-7.

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Burt, Christopher D. B. "The Initial Employment Period: Behaviors, Familiarity, Adaptation and Trust Development." In New Employee Safety, 91–107. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-18684-9_7.

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Roberts, Gary E. "Employee Training and Development Principles." In Servant Leader Human Resource Management, 199–214. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137428370_9.

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Mendenhall, Mark E., Torsten M. Kühlmann, Günther K. Stahl, and Joyce S. Osland. "Employee Development and Expatriate Assignments." In The Blackwell Handbook of Cross-Cultural Management, 155–83. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164030.ch9.

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Valentin, Claire. "Employee Engagement Interventions: HRD, Groups and Teams." In Human Resource Development, 305–27. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-36133-2_14.

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Cunningham, J. Barton. "Encouraging Employee Development in Reviewing Performance." In Strategic Human Resource Management in the Public Arena, 157–84. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-43241-4_8.

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Conference papers on the topic "Employee development"

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Sudjiwanati and Nindita Pinastikasari. "Employee Performance and Employee Engagement Towards Job Satisfaction." In International Conference on Community Development (ICCD 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201017.150.

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Arrasyid, Muhammad, and Amaliyah Amaliyah. "Sustainability Development of Employee Using Kaizen." In International Conference on Environmental Awareness for Sustainable Development in conjunction with International Conference on Challenge and Opportunities Sustainable Environmental Development, ICEASD & ICCOSED 2019, 1-2 April 2019, Kendari, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.1-4-2019.2287262.

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Wang, Hao, Jiamin Liu, Erbao Wang, Jiting Li, Tao Wang, and Yingwu Chen. "Predicting Employee Career Development based on Employee Personal Background and Education Status." In DSIT 2019: 2019 2nd International Conference on Data Science and Information Technology. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3352411.3352451.

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Jensen, Kent Wickstrøm, and Torben Andersen. "Social Network Effects on Supervisor-Employee Performance Assessment." In 2nd Human Resource Management & Professional Development. Global Science Technology Forum, 2012. http://dx.doi.org/10.5176/2251-2449_hrmpd12.51.

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Titan, Andy Effendi, and Trivena. "Online training effect on employee skills development." In 2014 2nd International Conference on Information and Communication Technology (ICoICT). IEEE, 2014. http://dx.doi.org/10.1109/icoict.2014.6914081.

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Tay, Angeline. "Recent development in research on employee commitment." In 2009 International Conference on Management Science and Engineering (ICMSE). IEEE, 2009. http://dx.doi.org/10.1109/icmse.2009.5318146.

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Xuanfang, Hou, and Yuan Qiao. "The Review of Employee Silence." In Proceedings of the 2019 4th International Conference on Social Sciences and Economic Development (ICSSED 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icssed-19.2019.151.

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Mindasova, Dominika. "ASSESSING THE DEVELOPMENT CENTRE IMPACT ON THE EMPLOYEE COMPETENCE DEVELOPMENT." In 14th SGEM GeoConference on ECOLOGY, ECONOMICS, EDUCATION AND LEGISLATION. Stef92 Technology, 2014. http://dx.doi.org/10.5593/sgem2014/b53/s22.074.

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Bartik, D., A. Hoeltl, and R. Brandtweiner. "The leverage of corporate environmental protection concepts on employee motivation." In SUSTAINABLE DEVELOPMENT AND PLANNING 2013. Southampton, UK: WIT Press, 2013. http://dx.doi.org/10.2495/sdp130051.

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Ghozali, Mohammad, Hamid Zarkasyi, Kurnia Jayanti, and Yunita Wulandari. "Employee Performance Appraisal in Business." In The First International Conference On Islamic Development Studies 2019, ICIDS 2019, 10 September 2019, Bandar Lampung, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.10-9-2019.2289352.

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Reports on the topic "Employee development"

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McCracken, Arienne, Chunhui Xiang, Ellen Carol McKinney, Ling Zhang, Rachel Eike, and Sarah Bennett. Product Development Competencies: Analysis of Employer Needs. Ames (Iowa): Iowa State University. Library, January 2019. http://dx.doi.org/10.31274/itaa.8435.

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Gordon, Eleanor, and Briony Jones. Building Success in Development and Peacebuilding by Caring for Carers: A Guide to Research, Policy and Practice to Ensure Effective, Inclusive and Responsive Interventions. University of Warwick Press, April 2021. http://dx.doi.org/10.31273/978-1-911675-00-6.

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The experiences and marginalisation of international organisation employees with caring responsibilities has a direct negative impact on the type of security and justice being built in conflict-affected environments. This is in large part because international organisations fail to respond to the needs of those with caring responsibilities, which leads to their early departure from the field, and negatively affects their work while in post. In this toolkit we describe this problem, the exacerbating factors, and challenges to overcoming it. We offer a theory of change demonstrating how caring for carers can both improve the working conditions of employees of international organisations as well as the effectiveness, inclusivity and responsiveness of peace and justice interventions. This is important because it raises awareness among employers in the sector of the severity of the problem and its consequences. We also offer a guide for employers for how to take the caring responsibilities of their employees into account when developing human resource policies and practices, designing working conditions and planning interventions. Finally, we underscore the importance of conducting research on the gendered impacts of the marginalisation of employees with caring responsibilities, not least because of the breadth and depth of resultant individual, organisational and sectoral harms. In this regard, we also draw attention to the way in which gender stereotypes and gender biases not only inform and undermine peacebuilding efforts, but also permeate research in this field. Our toolkit is aimed at international organisation employees, employers and human resources personnel, as well as students and scholars of peacebuilding and international development. We see these communities of knowledge and action as overlapping, with insights to be brought to bear as well as challenges to be overcome in this area. The content of the toolkit is equally relevant across these knowledge communities as well as between different specialisms and disciplines. Peacebuilding and development draw in experts from economics, politics, anthropology, sociology and law, to name but a few. The authors of this toolkit have come together from gender studies, political science, and development studies to develop a theory of change informed by interdisciplinary insights. We hope, therefore, that this toolkit will be useful to an inclusive and interdisciplinary set of knowledge communities. Our core argument - that caring for carers benefits the individual, the sectors, and the intended beneficiaries of interventions - is relevant for students, researchers, policy makers and practitioners alike.

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Maguire, Sheila Maguire, and Kim Berman Berman. Working with Employers: Skills and Strategies for Job Development Success - Facilitator Guide. Philadelphia, PA United States: Public/Private Ventures, August 2008. http://dx.doi.org/10.15868/socialsector.14062.

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McCall, Jamie. Piedmont Community College: Partnering to Help Small Businesses. Carolina Small Business Development Fund, January 2021. http://dx.doi.org/10.46712/pcc.case.study.

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North Carolina’s community college system is a vital component of the state’s economic development strategy. With their unique knowledge of employer talent needs, these institutions are primary actors in the promotion of local economic growth and sustainable development. Using a combination of semi-structured interviews and focus group data, we assess how Piedmont Community College is following best practices in this area of policy. The college’s use of strategic partnerships and focus on small business development offer an example of innovative community development strategy.

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Petersen, Rodney, Danielle Santos, Matthew C. Smith, Karen A. Wetzel, and Greg Witte. Workforce Framework for Cybersecurity (NICE Framework). National Institute of Standards and Technology, November 2020. http://dx.doi.org/10.6028/nist.sp.800-181r1.

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This publication from the National Initiative for Cybersecurity Education (NICE) describes the Workforce Framework for Cybersecurity (NICE Framework), a fundamental reference for describing and sharing information about cybersecurity work. It expresses that work as Task statements and describes Knowledge and Skill statements that provide a foundation for learners including students, job seekers, and employees. The use of these statements helps students to develop skills, job seekers to demonstrate competencies, and employees to accomplish tasks. As a common, consistent lexicon that categorizes and describes cybersecurity work, the NICE Framework improves communication about how to identify, recruit, develop, and retain cybersecurity talent. The NICE Framework is a reference source from which organizations or sectors can develop additional publications or tools that meet their needs to define or provide guidance on different aspects of cybersecurity education, training, and workforce development.

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Zabneva, E. I. Theoretical and methodological approaches to the study of the development of professionalism of municipal employees as a factor of social efficiency of the local government system. Ljournal, 2019. http://dx.doi.org/10.18411/kuznecova-klimuk-rej-2019.

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Zabneva, E. I. Theoretical and methodological approaches to the study of the development of professionalism of municipal employees as a factor of social efficiency of the local government system. Ljournal, 2018. http://dx.doi.org/10.18411/zabneva-teoretiko_metodologich.podhod-2018.

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Chakravorty, Ujjayant, and Martino Pelli. Electrification and development: Empirical evidence on the effect of electricity provision on household welfare. CIRANO, 2022. http://dx.doi.org/10.54932/soan1297.

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The effect of electrification on economic outcomes is a major new area of study in environment and development economics. Almost a billion people in the world do not have access to grid electricity. Providing them a grid connection will be costly and polluting as well, even if powered by cleaner fossil fuels such as natural gas, instead of coal. However, the economic benefits of electricity are not well understood. Some studies find large effects on economic development in the long run, while others find small or negligible impacts on households in the short run. These benefits may also depend on household characteristics such as credit constraints that prevent them from consuming power or investing in complimentary assets. This paper highlights the state of current knowledge on the costs and benefits of electrification by reviewing the recent empirical literature. We discuss the identification strategies employed and evaluate the effect of electrification on a variety of household-level outcomes such as income, employment and education.

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Young, Stephen, Jessica Diaz, Bert De Coutere, and Holly Downs. Leadership Development in the Flow of Work: Leveraging Technology to Accelerate Learning. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2047.

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"A recent industry trend survey of CEOs found that only 11% of organizations report having a strong enough bench to fill leadership roles (Rhyne, 2021). As such, effective leadership development is an imperative for any high-performing organization. Rather than focusing time, money, and energy on only a small subset of “high-potential” employees, organizations can realize the full potential of their entire workforce by providing tech-enabled leadership development to leaders at all levels. This paper shares the following insights for Chief Learning Officers interested in leveraging evidence-based practices to accelerate leader development at scale and unlock the collective potential of their workforce: • A brief overview of why we need new ways to develop leaders and a high-level description of the new digital assessment and development tools that meet individuals where they are – offering a highly personalized approach to development in-the-flow of work. • A review of eight research-based learning practices that provide a foundation for leveraging technology to make in-the-flow leadership development better, faster, and more accessible to leaders at all levels. For every learning practice, we provide implementation tips and discuss illustrative example tools. • We conclude with a discussion around the strategic use of the eight learning practices for enabling better organization-wide development outcomes. "

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Mracek Dietrich, Anna, and Ravi Rajamani. Unsettled Issues Regarding the Certification of Electric Aircraft. SAE International, March 2021. http://dx.doi.org/10.4271/epr2021007.

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The aerospace industry is beginning to grapple with the reality of certifying electric aircraft (EA), signaling the maturing of the field. Many players are ramping up their activities to respond to imminent technical, safety, and regulatory requirements. While there are gaps in EA knowledge as well as the processes for certifying them, some leading standards development organizations (SDOs) such as SAE International, ASTM International, and RTCA—ably supported by representatives from regulatory agencies—are stepping in to address many of these issues. Of special importance are the new rule changes in the normal category (14 CFR Part 23, Amendment 64) that shift from a prescriptive philosophy to “performance-based rules.” Regarding system knowledge, there has been a trend in the use electrical energy to power systems that have long employed mechanical hydraulics. In the new EA paradigm, these components will be employed at criticality levels not previously witnessed in conventional aircraft, calling for a specific set of certification demands. Unsettled Issues Regarding the Certification of Electric Aircraft tackles the certification challenges faced by EA manufacturers in both the small (normal) and large (transport) categories, addressing technical, business, and process issues.

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