Editorial: Advancing Human Resource Development Research, Practice, and Literature: Significance of Learning, Engagement, and Career Development in Increasingly Technologically Integrated Workplaces

Although several models have been proposed to guide practitioners and academics in human resource development (HRD), there is sufficient manifestation that a new HRD model is required to address emerging HRD problems such as cultural variation and value systems across the globe, the need to strengthen the theoretical foundation of HRD research and practice, and the incompleteness of HRD research methods. The purpose of this study was to propose a comprehensive HRD model that will address these problems in order to make HRD more responsive to the current needs in HRD research and practice. Bozer and Jones’s (2018) seven-phase systematic literature review approach was adopted to gather data for this study. The available data were analyzed using thematic analysis. It was found that the proposed HRD model was capable of helping HRD practitioners to choose appropriate HRD practices that will match their culture and value systems, and guide them on the methods and theories to apply in their respective locations. On the basis of these findings, it was concluded that the proposed HRD model can address the problems currently facing HRD research and practice.

The Problem The evolution of human resource development (HRD) practices in Australian-based organizations has been the focus of only limited rigorous longitudinal research. Consequently, HRD practitioners lack data on key trends against which to position their own initiatives. The Solution This article outlines, analyzes, and comments on the pattern of HRD from the mid-1990s to the present day with reference to economic turbulence and responses to it, especially since the beginning of the global financial crisis in 2007. The central themes of the review are the emergence of more “performance”-oriented approaches toward HRD assessment and evaluation, the HRD practices of multinational companies (MNCs) operating in Australia compared with locally owned organizations, and HRD practices within foreign owned MNCs from different home countries. Data for the article is drawn primarily from the analysis of three iterations of the Cranfield Network on International Human Resource Management (CRANET) Australia survey from the years 1996, 1999, and 2009. The Stakeholders Practical lessons are drawn from the review concerning the current focus on reactive, performance-oriented, short-term HRD practices and the neglect of more strategic long-term HRD initiatives. The results will be of interest to researchers, policymakers, and HR practitioners.

This chapter draws the construct of identity into the human resources discourse. It examines identity theory, which is a robust stream of research in Sociology and Organizational Studies, in order to offer ideas about how identity relates to human resource practice. Identity is a multi-level construct that includes individual identity, personal identity, self-concept, and social identity. Each one of these aspects of identity has the potential to enrich what and how we think about human resource and career development practice. This chapter is novel because it interrogates identity from the perspective of the human resource and career development practitioner, rather than identity (mostly considered in the form of demographics, which is one but certainly not all of the ways that this chapter considers identity) from the perspective of the trainee, or employee. In other words, it examines identity of the trainer (or Organization Development (od) consultant, or executive coach, or mentor) rather than identity of the trainee (or employee, or mentee). The chapter presents a framework through which human resource and career development practitioners and scholars can visualize the relationships among and between human resource and career development practices, of human resource and career development practice, modalities (types of delivery), and implications of identity.

PurposeThis paper aims to examine the moderating role of organizational learning culture (OLC) on the relationship between human resource development (HRD) practices and employee competencies (EC) in enhancing organizational effectiveness (OE).Design/methodology/approachAn integrated research model of HRD practices, EC, OE and OLC was developed. The validity of the model is tested by applying structural equation modelling (SEM) approach to data collected from 506 employees working in 4 medium-size cement manufacturing companies.FindingsThe results confirmed that training and career development had a significant impact on EC, the moderating effect of OLC on the relationship between HRD practices and EC was found significant and there is a significant and positive relationship between EC and employee perceived OE.Originality/valueThis paper contributes to the HRD literature, integrating HRD practices, OLC and EC. The research is unique as it has applied moderated SEM to test hypotheses of the study.

ABSTRACTIn a time where young people across most industrialized countries are at high risk of unemployment, there is a growing need for organizations to commit to developing the employability of young, inexperienced and unqualified job seekers to ensure their future sustainable employment. The current study draws on the notion of employability as a mutual responsibility of both organizations and individuals, the Human Resource Development (HRD) practices that develop employability in employees, and signalling theory to investigate the extent to which organizations communicate their commitment to developing young people’s employability via job advertisements. The key employability HRD practices were conceptualized as training, competency development, career development, mentoring, coaching and networking opportunities. Content analysis was used to identify the HRD practices that appeared in job advertisements for entry-level positions. Cross-tabulations determined the frequency of practices across job classifications and work types. The results showed that more than half of the job advertisements included at least one reference to a key HRD practice. The findings suggest that organizations are signalling a commitment to developing the human capital and career identity elements of employability and, to a lesser extent, social capital for young job seekers. The implications for HRD practitioners and future research directions are discussed.

Purpose Highly engaged employees are invaluable assets for organizations in the 21st century, as their skills contribute to success even during challenging times. This study examines the relationship between human resource development (HRD) practices and employee engagement, with perceived organizational support (POS) as a mediating variable and affective commitment as a moderating variable. Design/methodology/approach The cross-sectional data were collected from 398 bank employees (at a 95% confidence level and 5% margin of error) from 10 commercial banks. Partial least squares structural equation modeling (Smart-PLS) was employed to evaluate the proposed model and hypotheses. Construct reliability and validity were established through convergent and discriminant validity. Findings The results reveal that HRD practices, including training and development, career development and performance feedback, are significantly associated with employee engagement. Furthermore, POS partially mediates the relationship between career development and performance feedback with employee engagement, but it does not mediate the relationship between training and development and employee engagement. Additionally, affective commitment significantly moderates the relationship between POS and employee engagement. Originality/value The findings offer valuable insights for bank management and policymakers, suggesting that strategic HRD practices, combined with efforts to enhance POS—particularly when affective commitment acts as a moderator between POS and engagement—can significantly boost employee engagement.

Purpose Highly committed, energetic, and dedicated employees are crucial for ensuring an organization’s success and competitiveness. This research aims to examine the relationship between human resource development (HRD) practices and employee engagement, using perceived organizational support (POS) as a mediating variable. Design/methodology/approach Cross-sectional data were collected from 396 bank employees across 10 commercial banks, comprising 2 public limited banks, 3 joint ventures and 5 private commercial banks. The data supported the hypothesized relationships. Partial least squares structural equation modeling (SmartPLS) was used to evaluate the proposed model and hypotheses. Construct reliability and validity were established through assessment of convergent and discriminant validity. Findings The results reveal that career development is significantly associated with employee engagement. In addition, training and development also show a significant association with employee engagement. Furthermore, the results indicate that perceived organizational support (POS) partially mediates the relationship between career development and employee engagement. Similarly, POS partially mediates the relationship between training and development and employee engagement. Originality/value An initial attempt has been made in the academic literature to examine the role of POS in the relationship between HRD practices and employee engagement. Furthermore, there is a lack of empirical research analyzing the association between various organizational characteristics and employee engagement with POS as a mediating variable. Consequently, bank managers can use the findings of this study as a strategic tool to develop organizational policies that promote higher employee engagement.

Creativity can be enhanced through appropriate Human Resource Development (HRD) practices that support employees’ learning and competence development. The aim of this study is to increase our understanding of HRD practices that enhance creativity in Finnish growth companies. To achieve this aim, we searched for creativity requirements based on employees’ experiences expressed in interviews, and we studied HRD practices used in organizations that respond to the requirements of creativity. We gathered 98 interviews from personnel in technology, industrial and artistic design organizations and utilized them for a theory‐driven content analysis to identify the variety of requirements for creativity. We found that various HRD practices aligned with the requirements of creativity, including job design, teamwork, career development and everyday supervision and leadership. Thus, our findings indicate that HRD plays an important role in increasing creativity in the workplace and that it can best support creativity by taking the form of shared responsibilities in teams, clear career paths and everyday fair leadership.

Human resources are considered as most valuable strategic assets to the organization. The success of any organization depends on efficient use of human resources in the organization. This paper aims to analyze the various Human resource development (HRD) practices in co-operative sugar industry in north coastal Andrapradesh. The study measured an evaluation of HRD practices in the sugar industry. A sample of 100 employees from five co-operative sugar mills responded to a questionnaire which measured the evaluation of HRD practices and improve the values. HRD practices like training and development, performance appraisal system, quality of work life and development were positively related to organizational values of humane treatment. However, performance appraisal system, career planning, and contextual analysis variables were negatively associated with values such as trust and creativity. The analysis was limited to existing HRD practices. Further studies are needed on a larger sample to examine why some HRD practices and contextual analysis contributed negatively to organizational values. The result of the study can be useful in designing effective employee development programs that promote cherished organizational values. Little empirical knowledge exists on HRD practices and organizational values linkages in the context of co-operative sugar industry in Andrapradesh. The paper makes a modest attempt to fill the gap.

This chapter establishes the context, purpose, and problem posed by the book. Identity is a construct that influences virtually every aspect of life, including work life. The purpose of this chapter is to examine the construct of identity and to demonstrate why and how it plays a significant role within career development. Through an examination of the construct of identity, its purpose is to offer a rationale for the increasing importance of career development research efforts within our field that hopefully enrich our human resource and career development practices. The chapter will begin with a brief discussion of some of the extant career development research in human resource development (HRD). Next, it will offer some definitions of the construct of identity, followed by a discussion of the proposed characteristics of identity. It will conclude with implications for HRD practice and research that align our work in HRD with the current realities of career development.

Research Aims: This study investigates the impact of Human Resource Development (HRD) practices on employee performance within Nepalese commercial banks, focusing on Prime Commercial Banks Limited. Design/methodology/approach: A quantitative research approach was employed, utilizing a purposive sample of 320 employees from PCBL. Data were collected through structured questionnaires and analyzed using descriptive and inferential statistics, including correlation and regression analyses. Research Findings: Results revealed that relationships between HRD practices and employee performance. Reward and compensation emerged as the most influential factor (β = 1.255, p < 0.001), followed by health and safety measures (β = 0.544, p < 0.001) and career development (β = 0.469, p < 0.001). Training and development showed a negative correlation with performance (β = -0.423, p < 0.001). These findings have important implications for HRD practitioners and policymakers in the banking sector. They underscore the need for a more tailored and integrated approach to HRD, emphasizing the importance of aligning practices with both individual needs and organizational goals. The study contributes to the growing body of literature on strategic HRD and provides valuable insights for enhancing employee performance in the context of emerging economies' banking sectors. Theoretical Contribution/Originality: The study contributes to the growing body of literature on strategic HRD and provides valuable insights for enhancing employee performance in the context of emerging economies' banking sectors. Keywords: Career Development, Training and Development, Reward and compensation, Health and safety, Employee Performance

Purpose The purpose of this paper is to examine the mediating role of employee competencies in the relationship between human resource development (HRD) practices and organizational effectiveness. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 550 employees of the selected banks. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Findings The results indicate that some HRD practices impact organizational effectiveness through their influence on employee competencies. The study further revealed that employee competencies mediate the relationship between HRD practices and organizational effectiveness. Research limitations/implications The research was undertaken in the banking industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors. Practical implications The findings of the study will help policymakers and management of banks in espousing suitable and well-articulated HRD practices to harness the competencies of employees and inordinately enhance organizational effectiveness. Originality/value This study extends the literature by empirically adducing evidence that employee competencies mediated the relationship between HRD practices and organizational effectiveness of the banking industry in Ghana.

PurposeThe purpose of this paper is to examine the mediating role of employee performance in the association between human resource development (HRD) practices and organizational performance.Design/methodology/approachAn integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 700 employees of the selected pharmaceutical industries. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis.FindingsThe results indicate that some HRD practices influence organizational performance through their impact on employee performance. The study further revealed that employee performance mediates the association between HRD practices and organizational performance.Research limitations/implicationsThe research was undertaken in the pharmaceutical industry and the analysis is based on cross-sectional data, which cannot be generalized across a broader range of sectors.Practical implicationsThe findings of the study have the potential to help policy makers, stakeholders and management of pharmaceutical industries in adopting properly and well-articulated HRD practices to enhance the quality of human capital and create sustainable competitive advantage.Originality/valueThis study extends the literature by adducing evidence empirically that employee performance mediated the association between HRD practices and organizational performance of the pharmaceutical industry in Ghana.

PurposeThe purpose of this paper is to examine the mediating role of employee competencies in the association between human resource development (HRD) practices and organizational performance.Design/methodology/approachAn integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 600 employees of the selected hotels. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis.FindingsThe results indicate that some HRD practices impact organizational performance through their influence on employee competencies. The study further revealed that employee competencies mediate the association between HRD practices and organizational performance.Research limitations/implicationsThe research was undertaken in the hotel industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors.Practical implicationsThe findings of the study have the potential to help stakeholders and management of hotels in adopting properly and well-articulated HRD practices to stimulate positive behavior in individuals and impact their knowledge, skills and attitudes.Originality/valueThis study extends the literature by adducing evidence that employee competencies mediated the association between HRD practices and organizational performance of the hotel industry in Ghana.

Implementing Human Resource Development as a Tool for Effective Organizational Change