Topic Modeling
Topic Modeling
Data Loading
CODE NO JOURNAL NINJOURNAL
Length:1905 Min. : 1 Length:1905 Min. : 1.0
Class :character 1st Qu.: 477 Class :character 1st Qu.:120.0
Mode :character Median : 953 Mode :character Median :239.0
Mean : 953 Mean :252.3
3rd Qu.:1429 3rd Qu.:383.0
Max. :1905 Max. :556.0
FALNAME YEAR VOLUMN ISSUE
Length:1905 Min. :1990 Min. : 1.0 Min. :1.00
Class :character 1st Qu.:2002 1st Qu.: 5.0 1st Qu.:2.00
Mode :character Median :2007 Median :10.0 Median :3.00
Mean :2006 Mean :10.2 Mean :2.65
3rd Qu.:2011 3rd Qu.:14.0 3rd Qu.:4.00
Max. :2015 Max. :26.0 Max. :6.00
TITLE ABSTRACT TEXT
Length:1905 Length:1905 Length:1905
Class :character Class :character Class :character
Mode :character Mode :character Mode :character
| CODE | NO | JOURNAL | NINJOURNAL | FALNAME | YEAR | VOLUMN | ISSUE | TITLE | ABSTRACT | TEXT |
|---|---|---|---|---|---|---|---|---|---|---|
| 1-ADHR-1-Torraco1999 | 1 | ADHR | 1 | Torraco | 1999 | 1 | 1 | Advancing Our Understanding of Performance Improvement | if organizations operated flawlessly and performance esd at its highest levels, what would w e see? Functional areas would work together, and the organization would behave as an effective and efficient system does Personnel from key disciplines would collaborate to meet performance opportunities and needs The present would be characterized by organizational health, and sound informed strategic planning would prepare us for the future But most organizations today do not have these characteristics of sustained high performance To attain them, we need better methods and models for improving performance Research on how to achieve these characteristics is the best way to improve performance improvement methods | Advancing Our Understanding of Performance Improvementif organizations operated flawlessly and performance esd at its highest levels, what would w e see? Functional areas would work together, and the organization would behave as an effective and efficient system does Personnel from key disciplines would collaborate to meet performance opportunities and needs The present would be characterized by organizational health, and sound informed strategic planning would prepare us for the future But most organizations today do not have these characteristics of sustained high performance To attain them, we need better methods and models for improving performance Research on how to achieve these characteristics is the best way to improve performance improvement methods |
| 2-ADHR-2-Mulder1999 | 2 | ADHR | 2 | Mulder | 1999 | 1 | 1 | Case Studies in Performance Improvement | Studying performance improvement complex and dynamic organizations is challenging As a result, studies are limitedand authors often do not report them in the literature for fear of being criticized Much knowledge is lost Case studies examine organizational life as it exists They describe organizations and the behavior of people as they occur and provideadeeperunderstandingofwhatisactuallygoingon Theyallowusto learn through the experience of other organizations so we can avoid the uncertainty of trying to improve performance through trial and error | Case Studies in Performance ImprovementStudying performance improvement complex and dynamic organizations is challenging As a result, studies are limitedand authors often do not report them in the literature for fear of being criticized Much knowledge is lost Case studies examine organizational life as it exists They describe organizations and the behavior of people as they occur and provideadeeperunderstandingofwhatisactuallygoingon Theyallowusto learn through the experience of other organizations so we can avoid the uncertainty of trying to improve performance through trial and error |
| 3-ADHR-3-Bates1999 | 3 | ADHR | 3 | Bates | 1999 | 1 | 1 | Measuring Performance Improvement | large amounts of time and Largeare money spenton performance improvement efforts without measuring the results In advocating measurement as an indispensable component of performance improvement, this chapter discusses the most appropriate measures for demonstrating performance improvement, explains how and why they should be linked, and cites studies that demonstrate performance improvement in organizations | Measuring Performance Improvementlarge amounts of time and Largeare money spenton performance improvement efforts without measuring the results In advocating measurement as an indispensable component of performance improvement, this chapter discusses the most appropriate measures for demonstrating performance improvement, explains how and why they should be linked, and cites studies that demonstrate performance improvement in organizations |
| 4-ADHR-4-Holton1999 | 4 | ADHR | 4 | Holton | 1999 | 1 | 1 | Performance Domains and Their Boundaries | Performance is multidimensional and often poorly defined. A review of the performance literature in other fields revealed the need for a general performance model that embraces multiple measures and fits any organization. This chapter presents a functional taxonomy of performance that incorporates performance outcomes, performance drivers, and their evaluation Inaddition,implicationsforpracticearediscussed. | Performance Domains and Their BoundariesPerformance is multidimensional and often poorly defined. A review of the performance literature in other fields revealed the need for a general performance model that embraces multiple measures and fits any organization. This chapter presents a functional taxonomy of performance that incorporates performance outcomes, performance drivers, and their evaluation Inaddition,implicationsforpracticearediscussed. |
| 5-ADHR-5-Russ-Eft1999 | 5 | ADHR | 5 | Russ-Eft | 1999 | 1 | 1 | Research Methods for Advancing Performance Improvement | To make in significant gains performance improvement, we will require better methods and models for improving performance The best way to advance performance improvement methods is through research This chapter looks at research methods best suited for advancing per- formance improvement This knowledge also serves to make professionals better consumers of performance improvement research | Research Methods for Advancing Performance ImprovementTo make in significant gains performance improvement, we will require better methods and models for improving performance The best way to advance performance improvement methods is through research This chapter looks at research methods best suited for advancing per- formance improvement This knowledge also serves to make professionals better consumers of performance improvement research |
| 6-ADHR-6-Swanson1999 | 6 | ADHR | 6 | Swanson | 1999 | 1 | 1 | The Foundations of Performance Improvement and Implications for Practice | A problem faced by almost all organization and by those who work in them, is in meeting the constant demand for high performance The demand for high performance affects everything, from assunng sustainable financial growth of the organization to satisfying the next customer standing at the front counter But without a holistic mental model of performance and the theoretical elements that drive it, practitioners are left with the task of dissecting and interpreting each situation they face Or even worse, they simply charge ahead in a trial-and-error mode Performance improvement theory results in powerful and practical principles and models to help practitioners identify and solve performance problems | The Foundations of Performance Improvement and Implications for PracticeA problem faced by almost all organization and by those who work in them, is in meeting the constant demand for high performance The demand for high performance affects everything, from assunng sustainable financial growth of the organization to satisfying the next customer standing at the front counter But without a holistic mental model of performance and the theoretical elements that drive it, practitioners are left with the task of dissecting and interpreting each situation they face Or even worse, they simply charge ahead in a trial-and-error mode Performance improvement theory results in powerful and practical principles and models to help practitioners identify and solve performance problems |
ADHR HRDI HRDQ HRDR
556 546 523 280 Data preparation
stemming/stopword removal, etc.
Building corpus...
Converting to Lower Case...
Removing stopwords...
Removing numbers...
Removing punctuation...
Stemming...
Creating Output... structure and index for usage in the stm model. Verify no-missingness.
Removing 5711 of 9907 terms (5711 of 110220 tokens) due to frequency
Your corpus now has 1905 documents, 4196 terms and 104509 tokens.$`1`
[,1] [,2] [,3] [,4] [,5] [,6] [,7] [,8] [,9] [,10] [,11] [,12] [,13]
[1,] 34 62 196 250 320 337 339 501 503 580 981 1115 1120
[,14] [,15] [,16] [,17] [,18] [,19] [,20] [,21] [,22] [,23] [,24]
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[,25] [,26] [,27] [,28] [,29] [,30] [,31] [,32] [,33] [,34] [,35]
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[1,] 3132 3281 3460 3544 3628 3642 3804 3805 3940 4096 4158
[ reached getOption("max.print") -- omitted 1 row ]
$`2`
[,1] [,2] [,3] [,4] [,5] [,6] [,7] [,8] [,9] [,10] [,11] [,12] [,13]
[1,] 270 285 321 429 451 489 629 790 899 1083 1240 1285 1305
[2,] 1 1 1 1 2 1 1 1 1 1 1 1 1
[,14] [,15] [,16] [,17] [,18] [,19] [,20] [,21] [,22] [,23] [,24]
[1,] 1315 1375 1764 2000 2055 2099 2120 2145 2364 2514 2527
[2,] 1 1 2 1 1 1 1 1 1 1 1
[,25] [,26] [,27] [,28] [,29] [,30] [,31] [,32] [,33] [,34]
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[2,] 3 1 1 3 1 1 3 1 1 1
$`3`
[,1] [,2] [,3] [,4] [,5] [,6] [,7] [,8] [,9] [,10] [,11] [,12] [,13]
[1,] 71 143 189 498 530 634 881 998 1121 1322 1764 1804 2111
[2,] 1 1 1 1 1 1 2 1 1 1 4 1 1
[,14] [,15] [,16] [,17] [,18] [,19] [,20] [,21]
[1,] 2238 2344 2570 2694 3156 3566 3794 4150
[2,] 4 1 1 5 1 1 1 1
$`4`
[,1] [,2] [,3] [,4] [,5] [,6] [,7] [,8] [,9] [,10] [,11] [,12] [,13]
[1,] 498 864 1043 1067 1154 1262 1396 1425 1510 1532 1786 2120 2238
[2,] 1 1 1 1 1 1 1 1 1 1 1 1 1
[,14] [,15] [,16] [,17] [,18] [,19] [,20] [,21] [,22] [,23] [,24]
[1,] 2329 2367 2374 2412 2527 2570 2594 2694 2775 2853 3169
[2,] 1 1 1 1 1 1 1 6 1 1 1
[,25] [,26]
[1,] 3172 3673
[2,] 1 1
$`5`
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[1,] 62 127 337 339 498 707 1455 1518 1764 2000 2140 2175 2274
[2,] 3 1 2 2 1 1 1 1 5 1 1 2 4
[,14] [,15] [,16] [,17] [,18] [,19] [,20] [,21] [,22] [,23] [,24]
[1,] 2329 2687 2694 2903 3130 3132 3346 3387 3598 4096 4137
[2,] 1 1 5 1 1 4 1 1 1 1 1
$`6`
[,1] [,2] [,3] [,4] [,5] [,6] [,7] [,8] [,9] [,10] [,11] [,12] [,13]
[1,] 79 105 122 504 696 761 817 874 1065 1136 1264 1273 1348
[,14] [,15] [,16] [,17] [,18] [,19] [,20] [,21] [,22] [,23] [,24]
[1,] 1412 1472 1494 1588 1624 1638 1663 1718 1754 1764 1899
[,25] [,26] [,27] [,28] [,29] [,30] [,31] [,32] [,33] [,34] [,35]
[1,] 2069 2247 2255 2328 2329 2435 2570 2694 2811 2814 2815
[,36] [,37] [,38] [,39] [,40] [,41] [,42] [,43] [,44] [,45] [,46]
[1,] 2823 2874 2888 3156 3229 3392 3405 3451 3512 3628 3668
[,47] [,48] [,49] [,50] [,51] [,52]
[1,] 3740 3741 3864 4150 4158 4176
[ reached getOption("max.print") -- omitted 1 row ][1] "abandon" "abil" "abl" "abroad" "absenc" "absolut" CODE NO JOURNAL NINJOURNAL FALNAME YEAR VOLUMN ISSUE
1 1-ADHR-1-Torraco1999 1 ADHR 1 Torraco 1999 1 1
2 2-ADHR-2-Mulder1999 2 ADHR 2 Mulder 1999 1 1
3 3-ADHR-3-Bates1999 3 ADHR 3 Bates 1999 1 1
4 4-ADHR-4-Holton1999 4 ADHR 4 Holton 1999 1 1
5 5-ADHR-5-Russ-Eft1999 5 ADHR 5 Russ-Eft 1999 1 1
6 6-ADHR-6-Swanson1999 6 ADHR 6 Swanson 1999 1 1
TITLE
1 Advancing Our Understanding of Performance Improvement
2 Case Studies in Performance Improvement
3 Measuring Performance Improvement
4 Performance Domains and Their Boundaries
5 Research Methods for Advancing Performance Improvement
6 The Foundations of Performance Improvement and Implications for Practice
ABSTRACT
1 if organizations operated flawlessly and performance esd at its highest levels, what would w e see? Functional areas would work together, and the organization would behave as an effective and efficient system does Personnel from key disciplines would collaborate to meet performance opportunities and needs The present would be characterized by organizational health, and sound informed strategic planning would prepare us for the future But most organizations today do not have these characteristics of sustained high performance To attain them, we need better methods and models for improving performance Research on how to achieve these characteristics is the best way to improve performance improvement methods
2 Studying performance improvement complex and dynamic organizations is challenging As a result, studies are limitedand authors often do not report them in the literature for fear of being criticized Much knowledge is lost Case studies examine organizational life as it exists They describe organizations and the behavior of people as they occur and provideadeeperunderstandingofwhatisactuallygoingon Theyallowusto learn through the experience of other organizations so we can avoid the uncertainty of trying to improve performance through trial and error
3 large amounts of time and Largeare money spenton performance improvement efforts without measuring the results In advocating measurement as an indispensable component of performance improvement, this chapter discusses the most appropriate measures for demonstrating performance improvement, explains how and why they should be linked, and cites studies that demonstrate performance improvement in organizations
4 Performance is multidimensional and often poorly defined. A review of the performance literature in other fields revealed the need for a general performance model that embraces multiple measures and fits any organization. This chapter presents a functional taxonomy of performance that incorporates performance outcomes, performance drivers, and their evaluation Inaddition,implicationsforpracticearediscussed.
5 To make in significant gains performance improvement, we will require better methods and models for improving performance The best way to advance performance improvement methods is through research This chapter looks at research methods best suited for advancing per- formance improvement This knowledge also serves to make professionals better consumers of performance improvement research
6 A problem faced by almost all organization and by those who work in them, is in meeting the constant demand for high performance The demand for high performance affects everything, from assunng sustainable financial growth of the organization to satisfying the next customer standing at the front counter But without a holistic mental model of performance and the theoretical elements that drive it, practitioners are left with the task of dissecting and interpreting each situation they face Or even worse, they simply charge ahead in a trial-and-error mode Performance improvement theory results in powerful and practical principles and models to help practitioners identify and solve performance problems
TEXT
1 Advancing Our Understanding of Performance Improvementif organizations operated flawlessly and performance esd at its highest levels what would w e see Functional areas would work together and the organization would behave as an effective and efficient system does Personnel from key disciplines would collaborate to meet performance opportunities and needs The present would be characterized by organizational health and sound informed strategic planning would prepare us for the future But most organizations today do not have these characteristics of sustained high performance To attain them we need better methods and models for improving performance Research on how to achieve these characteristics is the best way to improve performance improvement methods
2 Case Studies in Performance ImprovementStudying performance improvement complex and dynamic organizations is challenging As a result studies are limitedand authors often do not report them in the literature for fear of being criticized Much knowledge is lost Case studies examine organizational life as it exists They describe organizations and the behavior of people as they occur and provideadeeperunderstandingofwhatisactuallygoingon Theyallowusto learn through the experience of other organizations so we can avoid the uncertainty of trying to improve performance through trial and error
3 Measuring Performance Improvementlarge amounts of time and Largeare money spenton performance improvement efforts without measuring the results In advocating measurement as an indispensable component of performance improvement this chapter discusses the most appropriate measures for demonstrating performance improvement explains how and why they should be linked and cites studies that demonstrate performance improvement in organizations
4 Performance Domains and Their BoundariesPerformance is multidimensional and often poorly defined A review of the performance literature in other fields revealed the need for a general performance model that embraces multiple measures and fits any organization This chapter presents a functional taxonomy of performance that incorporates performance outcomes performance drivers and their evaluation Inadditionimplicationsforpracticearediscussed
5 Research Methods for Advancing Performance ImprovementTo make in significant gains performance improvement we will require better methods and models for improving performance The best way to advance performance improvement methods is through research This chapter looks at research methods best suited for advancing per formance improvement This knowledge also serves to make professionals better consumers of performance improvement research
6 The Foundations of Performance Improvement and Implications for PracticeA problem faced by almost all organization and by those who work in them is in meeting the constant demand for high performance The demand for high performance affects everything from assunng sustainable financial growth of the organization to satisfying the next customer standing at the front counter But without a holistic mental model of performance and the theoretical elements that drive it practitioners are left with the task of dissecting and interpreting each situation they face Or even worse they simply charge ahead in a trialanderror mode Performance improvement theory results in powerful and practical principles and models to help practitioners identify and solve performance problems
Model Estimation
Topic Model Serch K
V1 V2
1 2 -7.107600
2 3 -7.044119
3 4 -7.042853
4 5 -7.027408
5 6 -7.024958
6 7 -6.993424 V1 V2
1 2 -81.51341
2 3 -89.34984
3 4 -90.91067
4 5 -93.30303
5 6 -92.72322
6 7 -95.04331Model Select
[1] -107.03680 -66.06633 -81.29032 -82.99380 -112.57372 -97.14832
[7] -75.30937 -93.97613 -95.30504 -105.25484 -85.72914 -97.22481
[13] -129.79952 -97.59546 -73.06758 -105.58875 -83.97091 -104.84002
[19] -128.89282 -91.24061
[1] 9.412090 9.792692 9.488789 9.693030 9.758938 9.855347 9.896466
[8] 9.718527 9.703144 9.589010 9.769939 9.633801 9.617187 9.608968
[15] 9.912732 9.722246 9.759969 9.684153 9.883112 9.648996
$expected.heldout
[1] -10.41443
$doc.heldout
[1] -10.195323 -10.447103 -10.245390 -10.454948 -10.605410 -9.944608
[7] -10.318222 -9.504272 -9.743699 -12.442116 -9.636213 -11.229719
[13] -10.512032 -9.801380 -10.445459 -10.396115 -10.240113 -11.453780
[19] -9.812980 -10.859722
$index
[1] 6 9 11 12 16 29 33 34 72 75 81 87 127 136 137 139 141
[18] 151 175 176
$ntokens
[1] 7462 16911 20891 16530 19102 20858 14815 18783 9246 20213 21495
[12] 16574 10524 23110 19726 14379 18472 14200 21545 16123Model Evaluation
[1] -107.03680 -66.06633 -81.29032 -82.99380 -112.57372 -97.14832
[7] -75.30937 -93.97613 -95.30504 -105.25484 -85.72914 -97.22481
[13] -129.79952 -97.59546 -73.06758 -105.58875 -83.97091 -104.84002
[19] -128.89282 -91.24061
[1] 9.412090 9.792692 9.488789 9.693030 9.758938 9.855347 9.896466
[8] 9.718527 9.703144 9.589010 9.769939 9.633801 9.617187 9.608968
[15] 9.912732 9.722246 9.759969 9.684153 9.883112 9.648996
Topic Model Description
Basic Result
A topic model with 20 topics, 1905 documents and a 4196 word dictionary.Topic 1 Top Words:
Highest Prob: leadership, leader, develop, style, worklif, use, innov
FREX: leadership, leader, worklif, style, balanc, dysfunct, bank
Lift: artist, authorit, charisma, codif, dark, developmentleadership, effectivenesseffect
Score: leadership, leader, style, worklif, balanc, innov, creativ
Topic 2 Top Words:
Highest Prob: hrd, human, resourc, develop, practic, profession, field
FREX: hrd, metaphor, definit, resourc, human, field, profess
Lift: artefact, bottom, colorado, connot, conscienc, fourpart, fuller
Score: hrd, human, resourc, practic, develop, definit, metaphor
Topic 3 Top Words:
Highest Prob: career, women, mentor, experi, gender, studi, ident
FREX: career, women, mentor, gender, proteg, lgbt, femal
Lift: asymmetr, connected, constabulari, disempow, executivesthi, familyfriend, fight
Score: women, career, mentor, gender, proteg, race, femal
Topic 4 Top Words:
Highest Prob: work, differ, group, studi, compar, orient, manageri
FREX: manageri, orient, group, compar, differ, disabl, comparison
Lift: ada, deduc, dischargerel, etic, intimid, learningproject, nonrespons
Score: group, manageri, discharg, compar, alleg, orient, differ
Topic 5 Top Words:
Highest Prob: divers, corpor, first, decis, workforc, make, issu
FREX: divers, corpor, green, volunt, decisionmak, environment, decis
Lift: audit, cliqu, millenni, postul, divers, breach, csr
Score: divers, corpor, workforc, sexual, decis, green, volunt
Topic 6 Top Words:
Highest Prob: organ, chang, approach, case, organiz, within, communiti
FREX: chang, communiti, approach, case, project, cop, collabor
Lift: cop, landgrant, lever, neutral, nexus, oftentim, ous
Score: chang, approach, communiti, case, project, organ, transform
Topic 7 Top Words:
Highest Prob: practic, organiz, cultur, studi, individu, context, influenc
FREX: cultur, context, ethic, influenc, contextu, practic, valu
Lift: confucian, humor, ativ, learningori, angl, institution, chines
Score: cultur, creativ, organiz, ethic, practic, influenc, context
Topic 8 Top Words:
Highest Prob: use, evalu, design, system, develop, implement, studi
FREX: evalu, design, implement, system, elearn, invest, instruct
Lift: born, developmentmuch, elearn, entitl, evaluationthi, fourlevel, frontend
Score: evalu, design, implement, instruct, system, elearn, invest
Topic 9 Top Words:
Highest Prob: theori, knowledg, team, process, build, integr, share
FREX: team, theorybuild, knowledg, build, theori, mental, share
Lift: dubin, exemplar, knowledgeproduct, knowledgethi, patterson, scandal, biographi
Score: theori, team, knowledg, build, theorybuild, disciplin, integr
Topic 10 Top Words:
Highest Prob: social, capit, organ, role, peopl, paper, new
FREX: capit, social, intellectu, idea, polit, ration, peopl
Lift: accentu, accultur, counterbal, disson, isomorph, managerialist, philanthrop
Score: social, capit, econom, network, polit, innov, paper
Topic 11 Top Words:
Highest Prob: practition, articl, can, develop, scholar, role, challeng
FREX: scholar, practition, sustain, scholarpractition, interest, gap, stakehold
Lift: autoethnographi, swift, clude, ecosystem, scholarpractition, matric, suppos
Score: scholar, practition, global, scholarpractition, articl, sustain, challeng
Topic 12 Top Words:
Highest Prob: train, transfer, particip, effect, program, traine, skill
FREX: transfer, traine, train, posttrain, trainer, selfefficaci, reaction
Lift: onsit, posttrain, pretrain, relaps, assessor, baldwin, cascad
Score: train, transfer, traine, posttrain, selfefficaci, trainer, supervisor
Topic 13 Top Words:
Highest Prob: perform, coach, improv, manag, feedback, program, problem
FREX: coach, feedback, sale, custom, apprais, receiv, contact
Lift: andfutur, approv, atheoret, bar, contact, interdepartment, msf
Score: coach, feedback, perform, custom, sale, apprais, program
Topic 14 Top Words:
Highest Prob: develop, educ, nation, human, resourc, countri, polici
FREX: nhrd, saudi, nation, asia, confer, govern, educ
Lift: africathi, bahrain, buddhism, caribbean, chairman, edit, hrdi
Score: nation, nhrd, confer, countri, educ, saudi, institut
Topic 15 Top Words:
Highest Prob: research, model, literatur, articl, review, framework, propos
FREX: literatur, model, research, review, propos, framework, conceptu
Lift: canon, citat, buildingwhen, calli, undetect, sna, modelfor
Score: model, research, review, literatur, framework, conceptu, propos
Topic 16 Top Words:
Highest Prob: work, construct, emot, measur, valid, instrument, develop
FREX: emot, intellig, valid, instrument, construct, cognit, discurs
Lift: discurs, dualist, gel, hochschild, ltsis, actornetwork, armi
Score: emot, valid, construct, instrument, intellig, measur, cognit
Topic 17 Top Words:
Highest Prob: employe, relationship, organiz, job, perform, commit, satisfact
FREX: satisfact, mediat, commit, incivil, employe, relationship, variabl
Lift: accid, citizenship, collectivist, cynic, devianc, deviant, discretionari
Score: employe, satisfact, commit, job, relationship, mediat, variabl
Topic 18 Top Words:
Highest Prob: manag, busi, compet, compani, worker, firm, employ
FREX: smes, talent, compet, firm, busi, small, worker
Lift: broker, antagonist, buy, disloc, illiter, incompet, italian
Score: manag, compet, compani, worker, firm, busi, talent
Topic 19 Top Words:
Highest Prob: need, strategi, plan, initi, strateg, process, scenario
FREX: plan, scenario, expatri, adjust, need, initi, cct
Lift: adjust, defens, evok, expatri, multitud, onset, scenariobas
Score: plan, expatri, scenario, need, cct, adjust, strateg
Topic 20 Top Words:
Highest Prob: learn, workplac, organ, work, action, inform, develop
FREX: learn, virtual, workplac, adult, action, selfdirect, dloq
Lift: spontan, dloq, learn, performancealthough, sdl, anytim, bulli
Score: learn, workplac, virtual, action, vhrd, dloq, adult Model Summary
Associated Documents
[1] "The Dilemma of Defining International Human Resource Development "
[2] "Metaphors and Paradigms for HRD Research and Practice "
[3] "A unifying definition for the human resource development profession"
[4] "Human Resource Development and the Emergence of Workforce Development: Practical and Philosophical Implications"
[5] "Theoretical assumptions underlying the performance paradigm of human resource development" [1] "National Human Resource Development in the People's Republic of China "
[2] "Exploring HRD in global economic crises: reflections on the 11th International Conference of the Asia Chapter and the 2nd Conference of the Middle East and North Africa (MENA) chapter of the academy of human resource development"
[3] "Retrospective on the 12th International Conference of the Academy of Human Resource Development (Asia Chapter) in Taipei, Taiwan: new perspectives of HRD and social networking in a globalizing workplace"
[4] "HRD or manpower policy? Options for government intervention in the local labor market that depends upon a foreign labor force: the Saudi Arabian perspective"
[5] "Better know an HRD scholar: a conversation with Gary N. McLean" [1] "Literature Reviews, Conceptual Frameworks, and Theoretical Frameworks: Terms, Functions, and Distinctions"
[2] "The Use of Canonical Commonality Analysis for Quantitative Theory Building"
[3] "Regression Commonality Analysis: A Technique for Quantitative Theory Building"
[4] "Technology-related research in HRD publications: An analysis of content and metaperspectives from 2000 to 2006"
[5] "Writing Guidelines and Examples "
[6] "Applying an Interactive Quantitative-Qualitative Framework: How Identifying Common Intent Can Enhance Inquiry "
[7] "A Review of Diversity Conceptualizations: Variety, Trends, and a Framework "
[8] "Holton's Evaluation Model: New Evidence and Construct Elaborations " [1] "Employee engagement: an examination of antecedent and outcome variables"
[2] "Antecedents and outcomes of workplace incivility: Implications for human resource development research and practice "
[3] "Comparing the effects of determinants of turnover intentions between Taiwanese and U.S. hospital employees"
[4] "Influences of individual-related factors and job satisfaction on workplace deviant behaviour among support personnel in Malaysian public service organizations"
[5] "Burnout and job satisfaction among student support services personnel"
[6] "Thinking About Workplace Engagement: Does Supervisor and Coworker Incivility Really Matter?"
[7] "The relationship between employee engagement and organizational citizenship behaviour in Thailand"
[8] "The relationship between organizational commitment and organizational climate in manufacturing " [1] "Self-directed learning and the learning organization: examining the connection between the individual and the learning environment"
[2] "Workplace Learning Environment and its Relationship with Learning Outcomes in Healthcare Organizations"
[3] "Are the right persons involved in the creation of the learning organization? "
[4] "A Study of Adult Learning in a Virtual World "
[5] "How Groups Learn:The Role of Communication Patterns, Cue Recognition, Context Facility, and Cultural Intelligence" Covariate Effect
Pointestimate of mean of topic in four diffeent
Time Trend Plot # Plot with genuine plot
Time Trend Plot GGPLOT
Additional Analysis
Word Cloud
Correlation and Network Plot
$posadj
[,1] [,2] [,3] [,4] [,5] [,6] [,7] [,8] [,9] [,10] [,11] [,12] [,13]
[1,] 1 0 0 0 0 0 0 0 0 0 0 0 0
[2,] 0 1 0 0 0 0 0 0 1 1 1 0 0
[3,] 0 0 1 0 0 0 0 0 0 0 0 0 0
[,14] [,15] [,16] [,17] [,18] [,19] [,20]
[1,] 0 0 0 0 0 0 0
[2,] 1 1 0 0 0 0 0
[3,] 0 0 0 0 0 0 0
[ reached getOption("max.print") -- omitted 17 rows ]
$poscor
[,1] [,2] [,3] [,4] [,5] [,6] [,7]
[1,] 1 0.00000000 0 0.00000000 0.00000000 0.00000000 0.00000000
[2,] 0 1.00000000 0 0.00000000 0.00000000 0.00000000 0.00000000
[3,] 0 0.00000000 1 0.00000000 0.00000000 0.00000000 0.00000000
[,8] [,9] [,10] [,11] [,12] [,13]
[1,] 0.00000000 0.00000000 0.00000000 0.00000000 0.00000000 0.00000000
[2,] 0.00000000 0.06716172 0.07312159 0.35655567 0.00000000 0.00000000
[3,] 0.00000000 0.00000000 0.00000000 0.00000000 0.00000000 0.00000000
[,14] [,15] [,16] [,17] [,18] [,19]
[1,] 0.00000000 0.00000000 0.00000000 0.00000000 0.00000000 0.00000000
[2,] 0.04112269 0.22687895 0.00000000 0.00000000 0.00000000 0.00000000
[3,] 0.00000000 0.00000000 0.00000000 0.00000000 0.00000000 0.00000000
[,20]
[1,] 0.00000000
[2,] 0.00000000
[3,] 0.00000000
[ reached getOption("max.print") -- omitted 17 rows ]
$cor
[,1] [,2] [,3] [,4] [,5]
[1,] 1.00000000 -0.14098527 0.00000000 -0.04071422 -0.07678974
[2,] -0.14098527 1.00000000 -0.09746321 -0.20298642 0.00000000
[3,] 0.00000000 -0.09746321 1.00000000 -0.01070852 0.00000000
[,6] [,7] [,8] [,9] [,10]
[1,] -0.02215794 0.00000000 -0.09520208 -0.05487751 -0.05531142
[2,] -0.05515806 -0.03758662 -0.10729416 0.06716172 0.07312159
[3,] -0.10082276 -0.05076765 -0.12210413 -0.12638204 -0.02426192
[,11] [,12] [,13] [,14] [,15]
[1,] 0.00000000 -0.09275053 -0.04902782 -0.06098782 -0.10400883
[2,] 0.35655567 -0.24230846 -0.17683707 0.04112269 0.22687895
[3,] -0.09295454 -0.10571483 -0.11909778 -0.02153248 -0.11476661
[,16] [,17] [,18] [,19] [,20]
[1,] -0.03390082 -0.06130071 -0.06886975 -0.05551547 -0.06137951
[2,] -0.09778400 -0.23212286 -0.11136496 -0.04697375 -0.11713269
[3,] -0.09410225 -0.04462257 -0.08143837 -0.07780900 -0.07708266
[ reached getOption("max.print") -- omitted 17 rows ]
attr(,"class")
[1] "topicCorr"