This is the user sandbox of Hmehta0120. A user sandbox is a subpage of the user's user page. It serves as a testing spot and page development space for the user and is not an encyclopedia article. Create or edit your own sandbox here.

Other sandboxes: Main sandbox | Template sandbox

Finished writing a draft article? Are you ready to request review of it by an experienced editor for possible inclusion in Wikipedia? Submit your draft for review!

The Big Bang Theory is one of my favorite shows. I feel like I know the real life Sheldon Cooper. I always think of my friend every time I watch that show because it reminds me of how nerdy he is!

AND IT ALL STARTED WITH A BIG BANG!

This user knows it all started with a Big Bang!.

Wiki Edit Textbook

I plan on to add this to "Training and training evaluation"

Therefore with any training program it is key to establish specify training objectives. Schultz & Schultz states that^[1] need assessment is an analysis of corporate and individual goals undertaken before designing a training program. Examples of need assessment are based on organizational, task, and work analysis is conducted using job analysis critical incidents, performance appraisal, and self assessment techniques.

But with any training their are always challenges that one faces. Challenges which I-O psychologists face:^[2]

To identify the abilities required to perform increasingly complex jobs.
To provide job opportunities for unskilled workers.
To assist supervisors in the management of an ethnically diverse workforce.
To retain workers displaced by changing economic, technological, and political forces.
To help organizations remain competitive in the international marketplace.
To conduct the necessary research to determine the effectiveness of training programs.

(Hmehta0120 (talk) 20:01, 24 April 2013 (UTC))

^ Schultz & Schultz, Duane (2010). Psychology and work today. New York: Prentice Hall. p. 164. ISBN 0-205-68358-4.
^ Schultz & Schultz, Duane (2010). Psychology and work today. New York: Prentice Hall. p. 185. ISBN 0-205-68358-4.

Wiki Edit #2 Article

I would like to add this part to the section of Theory X and Theory Y combined:

McGregor had identified theory X and theory Y differently for the basic characteristics stated previously in the above sections of what these theories represent. Theory X assumptions are these individuals dislike their careers. As for Theory Y assumptions are individuals like their careers and are willing to take part in responsibility.

Based on employees we take a closer look at the relationship between supervisors and “subordinates as some may call them or workers” (Sahin, 2012, p. 159). The quality of the relationship between the two can be described by Sahin as a term called leader-member exchange (LMX) theory. What LMX theory basically points out against McGregor theory is that “leaders develop unique relationships with different subordinates and that the quality of these relationships is a determinant of how each subordinate will be treated” (159).

With these two theories combined Sahin studies have shown that affective commitment can help the individual and the organization at the same time. In addition, workers (subordinates) develop feelings of affective commitment if they receive the importance from supervisors not just by overlooking them all the time but by also giving them importance (Sahin, 2012, p. 162-163).

I would also like to add this image:

http://3.bp.blogspot.com/-eeD5JSjCR_I/UA649go6tQI/AAAAAAAAAZw/UiSBwZIvTDg/s1600/72358645.png

Sahin, F. (2012). The mediating effect of leader-member exchange on the relationship between theory X and Y management styles and affective commitment: A multilevel analysis. Journal of Management and Organization, 18(2), 159-174. Retrieved from http://york.ezproxy.cuny.edu:2048/login?url=http://search.proquest.com/docview/1022032218?accountid=15180

[1] Schultz & Schultz, Duane (2010). Psychology and work today. New York: Prentice Hall. p. 164. ISBN 0-205-68358-4.

[2] Schultz & Schultz, Duane (2010). Psychology and work today. New York: Prentice Hall. p. 185. ISBN 0-205-68358-4.

[1]

[2]