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In study 1, 313 supervisor/supervisee pairs rated supervisees' professional expertise; supervisees gave themselves higher ratings. Study 2 compared 63 team leaders' and 593 team members' ratings of leaders, finding different perceptions of competence. Results suggest the use of self-other ratings can be improved through feedback, joint training and development, and personal development contracts. (Contains 42 references.) (SK)

For a long time, public and semipublic organizations have borrowed Human Resource Management (HRM) practices from the private sector to enhance employee performance. Numerous scholars argue, however, that business-like practices are less effective outside the private sector context because of sector-specific conditions. Based on the ability–motivation–opportunity model, we performed a three-level meta-analysis to investigate differences in effects of HRM practices on individual performance across sectors. Our study shows that significant differences exist between sectors, but the expectation that the effects of HRM practices are largest in the private sector and smallest in the public sector is not supported. More specifically, the differences between the public, semipublic, and private sector are not straightforward. In this respect, we encourage future scholars to further examine these differences. [ABSTRACT FROM AUTHOR]

Objectives: This study examined the importance of one's social work environment in the light of prevention of premature leave from the nursing profession. A research model with social support (from direct supervisor and close colleagues) as predictor and intention to leave as the dependent variable has been tested, while controlling for job satisfaction and age. Moreover, we have studied the impact of nurses' age upon the prevalence of social support from both parties., Participants: Data were obtained from 17,524 registered female nurses working in hospitals throughout Europe (Belgium, Germany, Finland, France, Italy, The Netherlands, Poland, and Slovakia)., Results: Our findings indicated that a lack of job satisfaction is an important risk factor in the light of nurses' turnover as for most countries the intention to leave cannot be buffered by social support from one's close colleagues. However, in general, social support from one's direct superior appeared to contribute negatively to the intention to leave the profession, over and above job satisfaction and age. As regards age effects, in line with our expectation, we have found a significant negative relationship between age and social support from close colleagues, while the hypothesis regarding the relationship between age and supervisory support could not be confirmed., Conclusions: Given its importance in the light of preventing premature leave, we advocate not to neglect the possible positive effects of social support from important key figures like nurses' direct supervisor and close colleagues. It is necessary for health care institutions to carefully pay attention to finding opportunities to obtain more social support for all staff members. In Section 5, limitations and practical implications of this study are dealt with., (Copyright 2009 Elsevier Ltd. All rights reserved.)