HRD Professionals Research Articles

Employee perspectives on effective crisis leadership skills in small and medium-sized enterprises

ABSTRACT Building on the 4Cs and five phases of crisis management and Hersey and Blanchard’s situational leadership model, this research aims to identify employees’ perspectives and expectations on crisis leadership characteristics and skills to lead organisations and decrease the disruptive effects of a black swan event. This exploratory research interviewed 43 small and medium-sized enterprise employees from wholesale and retail trade sectors in Taiwan and the U.S. and studied their expectations of effective crisis leadership. Using an inductive thematic analysis, this research identified eight themes for leaders to navigate and lead through crises and make positive changes. Personal qualities and abilities to excel are the top two themes mentioned by most of the interviewees. A follower-centred situational leadership that demonstrates positive personal qualities, focuses on employee safety, and assures job security and transparency can effectively lead the employees and organisation to overcome a crisis. The findings could be used for organisation leaders’ and HRD professionals’ practice as change agents and for future research in HRD theory and leadership.

Cultural Humility in Veteran Research and Practice

Veterans Studies is an increasing area of study. Central to the field of veteran studies is the transition from military to civilian life. Research in this domain focuses on the challenges veterans face in navigating civilian norms, securing employment, and redefining their identities. Research findings contribute to the development of more effective policies and programs for veterans. Engaging with or conducting research with veteran populations, however, necessitates special ethical considerations. We advocate for a cultural humility approach, which emphasizes openness, self-reflection, and an understanding of historical and cultural contexts. We encourage researchers, educators, and practitioners to recognize the unique aspects of military culture, acknowledge past injustices, and address power imbalances that could affect research outcomes and service provider relationships. By integrating cultural humility, professionals can enhance veteran support while fostering respectful and effective approaches in both research and practice. This article outlines the principles of cultural humility, provides historical context of U.S. veteran integration efforts, and discusses ethical considerations for research involving veterans. The discussion also includes practical resources for researchers, educators, and HRD professionals when working with, and alongside, veteran populations.

Human Resource Development (HRD) Meets Human Resource Management (HRM): A Skills Based Agenda for a FRAGILE World Order

Problem HRD and HRM can sometimes operate in silos or at cross-purposes. The increasingly FRAGILE world order confronting business (i.e., Fragmenting boundaries; Resurgent populism; Accelerated digitalisation; Growing inequality; Inverted populations; Loss of Trust; and the Ecological crisis) mandates greater collaborative engagement across HRD and HRM. Solution Following a detailed review of the skills-based implications of the FRAGILE world order, the article unpacks the nascent skills-based agenda, detailing the transition from traditional job to task-based understanding, and outlining some examples of what it can look like in practice. Ultimately, to effectively navigate the FRAGILE world order organizations must have a clear understanding of both their current skill demands and deficiencies, and equally skills required of the future. Stakeholders This conceptual article will be of interest to HRD and HRM professionals, but equally hold broader insights for organizations and policy makers engaged in navigating the FRAGILE world order through a skills-based agenda.

HOW CAN BLOCKCHAIN IMPROVE EMPLOYEE PERFORMANCE?

Entering the era of the Internet of Things (IoT), one of the main challenges faced by human resources (HR) departments related to human resource management information systems (HRIS) is employee data security and process efficiency which can affect overall organizational productivity. The aim of this research is to provide companies with an in-depth understanding of the potential and implications of using blockchain technology in human resource management information systems (HRIS) and its impact on employee performance. This study uses a quantitative approach with the survey method. The research population comes from HRD professionals who work in companies at various company levels in all industrial fields in the Java-Bali region.PData collection uses an online questionnaire with an interval scale.There were 350 samples taken by purposive sampling and tested using the Partial Least Squares method. Research resultshow that adoption of blockchain technology modifies the relationship between key human resource management variables, such as job satisfaction, transparency, work culture, and work motivation, with employee performance, revealing complex dynamics that require a deeper understanding in dealing with technological developments. This research has limitations in taking respondents because the number taken as samples is still relatively small, namely only in the Java-Bali regions and the variability of the data is still not balanced in terms of sex, length of work and company level. Thus, this research does not just explore the relationship between variables,However also presents findings that provide deep insight into the role of blockchain technology in the transformation of human resource management.

Different cultures, different gateways: culture shapes stratified job descriptions on LinkedIn

ABSTRACT Recruiting process serves as an important gateway context to fuel social disparity. Previous studies on social inequality focused on how independent competence valued in high-status contexts, aligns with dominant American cultural norms, while interdependent competence valued in low-status contexts, clashes with these norms. Scholarstheorised that individuals with higher status have more resources to afford independence than those with lower status. However, the reliance on Western samples may overlook the influence of cultural norms, leading to ineffective inclusive human resource development strategies. To explore how societal culture shapes competence models at different levels of status, we utilised big data analysis methods to examine job descriptions across occupational statuses and cultures. We analysed 150,708 online job descriptions posted in China and the U.S.A. on LinkedIn. Our research findings indicate that in the U.S.A, higher-status jobs place greater more emphasize independent competence, whereas in China, higher-status jobs require candidates to possess more interdependent competence. This suggests that culture, rather than material resources, shapes social stratification in the labour market. We discuss these findings’ implications, including the vital role of job descriptions in facilitating or hindering access to desired opportunities and upward social mobility across cultures and how HRD professionals can intervene in different cultural contexts.

Why HRD needs to do more in relation to disability: recommendations and future directions

ABSTRACT This perspective article aims to promote disability conversations in HRD. Based on my own research and lived experience as a disabled scholar and faculty member in HRD, I offer some insight on why disability inclusion in the workplace matters and what practical actions HRD professionals can take to make disability visible and included in our educational institutions, workplaces, and communities. I further call for a move towards a learning culture that fosters humanness in organisations, where disability is embraced and supported as one of many forms of human diversity.

Ambidextrous leadership: a distinct pathway to build talent agility and engagement

ABSTRACT Employees face traumatic experiences as they have to deal with ambiguity, complexity, and an ever-changing business environment due to the COVID-19 outbreak. A suitable leadership approach is required to make strategic decisions and develop employees’ agile mind set in the new work setting. Therefore, this study emphasises the strategic role of ambidextrous leadership in building an agile talent, thus enhancing employee engagement. It is also recommended that HRD professionals develop an innovative culture wherein leaders can foster both exploitation and exploration behaviour among subordinates at a high level. Thus, employees become flexible, openly express their ideas, and take risks without fear of undesirable results while applying novel practices leading to high employee engagement.

Contextualising the factors influencing human resource development in municipalities

Background: Human resource development implementation faces several challenges that prevent organisational optimisation as defined in the Local Government Sector Education and Training Authority Skills Development Handbook and related regulatory framework. The assumption is that skills development facilitators (SDFs) do not have the functional competencies to effectively implement human resource development projects and programmes.Aim: The aim of the research was to present and reflect on the results of a survey conducted in selected South African municipalities to ascertain the factors influencing human resource development implementation and to assess the competence levels of SDFs to determine whether there are lessons to be learned. It also aimed to recommend how the identified challenges faced by municipalities can be resolved.Methods: The mixed-methods research approach involved the analysis of primary data obtained from a qualitative perspective, including semi-structured interviews and questionnaires. Questionnaires were completed by 239 line managers, 66 human resource development staff , 357 other municipal employees and 34 SDFs.Results: The study concluded that SDFs are experienced and qualified but that human resource development is poorly managed in municipalities on six levels (ethical values, policy, practice, organisation, internal democracy and stakeholders), which affects the overall human resource development performance of municipalities.Conclusion: Municipalities must follow an integrated management approach to manage HRD that includes a collaborative approach involving line managers, HRD professionals and employees.Contribution: Specific implementation recommendations are made to ensure that municipalities are equipped to manage HRD and thus ensure effective service delivery in municipalities.

Socially Responsible Artificial Intelligence Empowered People Analytics: A Novel Framework Towards Sustainability

Series of reports on AI misconduct from multiple renowned organizations have triggered a surge of public awareness, calling for more responsible and sustainable use of AI. Noting socially responsible AI (SRAI) as a new concept in the field of PA and HRD, we delved into the subject through an integrative literature review of 75 articles and incorporated three sustainability concepts into AI-enabled PA: corporate social responsibility (CSR), environment, social, and governance (ESG), and UN sustainable development goals (SDGs). Through a stakeholder view, we identified major SRAI stakeholders (subjects) and analyzed their essential considerations (objectives), the impediments of AI technology (causes), and the solutions (means). The analysis illuminated key requirements and considerations for enhancing AI-enabled PA to SRAI-empowered PA towards sustainability. Moreover, we proposed a holistic framework to thoroughly understand SRAI in theory and provided practical implications, recommendations, and future research directions for HRD scholars and professionals.

How to promote teleworkers’ job satisfaction? the Telework Quality Model and its application in small, medium, and large companies

ABSTRACT With the advent of the COVID-19 pandemic, telework became widely used to ensure work activities and protect employee health. However, its rapid implementation has led to little attention to its quality and increased inequalities between companies and employees. The widespread adoption of telework has also challenged HRD departments in helping employees to be satisfied with their ‘new way of working’. From the post-pandemic perspective, challenges related to high-quality telework implementation and employee’s satisfaction should be addressed. This study investigates how the Telework Quality Model core resources are related to teleworkers’ job satisfaction, involving 1192 teleworkers from large companies (LCs) and small-medium enterprises (SMEs). A multi-group structural equation model was used to test the association between TQM core resources and teleworkers’ job satisfaction. The results showed that the four core components of TQM were correlated with employee job satisfaction. Three of the four TQM resources were significantly associated with job satisfaction among both LCs and SMEs, while the functional remote workstation component was not associated with job satisfaction among SMEs. The TQM proves to be a valuable tool for HRD professionals, especially in the post-pandemic phase, when there is a need to overcome implementation limitations and develop high-quality teleworking.

HRD and career adaptability

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsA study by researchers from Korea and the United States showed a positive influence of social capital – network size and intimate network – and career adaptability on career adaptability for HRD professionals. The study suggested frequent interaction increases intimacy, which enhances career adaptabilityOriginality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format

Explicating Workplace Backlash from Social Justice Perspective: A Systematic Review of Types, Consequences, and Coping Strategies

Compared to the relatively well-trodden concepts of other workplace mistreatments, workplace backlash has received little attention from HRD academics. Therefore, our primary research objective is to identify how workplace backlash manifests and how it is addressed in the HRD and relevant literature. Through the analysis of 40 empirical studies on workplace backlash, we identified three types of backlash: backlash against gender equality, backlash against work-family balance, and backlash against racial justice. Additionally, we identified the consequences of each type of backlash and the coping strategies used by victims. Based on the findings, we discussed them from the recent conversations on diversity and inclusiveness in HRD from a social justice perspective and found ways to overcome workplace backlash. This study provides meaningful insights for HRD professionals and helps to advance diversity and inclusiveness research in HRD.

The impact of Chinese firm’s CSR practice on job pursuit intention of host country national: An investigation in Bangladesh

ABSTRACT Foreign-owned firms’ attractiveness as an employer is crucial for recruiting and retaining talented local job seekers since the new generation is concerned about the social image of their organization. Corporate social responsibility (CSR) is one of the practical tools to connect host country society and create social acceptability. Socially acceptable businesses are comparatively attractive to work with. Drawing on signaling theory to support the study findings, we used cross-sectional surveys with 182 local employees of export-oriented Chinese enterprises in Bangladesh export processing zone (EPZ) areas. We applied structural equation modeling (SEM) to assess the study hypotheses. In addition, Preacher and Hayes mediation analyses were used to evaluate the mediating effect of employer attractiveness on the relationship between corporate social responsibility (CSR) and job pursuit intention. The findings demonstrated a strong association between the research variables and indicate that CSR positively influences employer attractiveness and job pursuit intention. The results show that employer attractiveness partially mediates the impact of CSR on job pursuit intention. This research provides HR managers with practical insights for boosting employer attractiveness, which may play a crucial role in recruiting a competent local workforce. Future implications for HRD professionals and avenues for future research are discussed.

A study on relationship of gender and features of leadership style and effectiveness in higher education institutions

In today’s dynamic business world, effective leadership is crucial. Although research in this area is expanding, there is still a lack of information regarding the relationships between gender and leadership style characteristics and effectiveness. In addition to examining the correlations between gender, leadership style, and effectiveness, this work examines the characteristics of different leadership styles. Four hundred faculties of higher education institutions provided information on the leadership characteristics and effectiveness of both men and women. During the study, seven characteristics of leadership styles were identified: goal-oriented, balanced, commanding, encouraging, team spirit, systematic thinking, and empowerment. One sample T-test was applied to the data for analysis. The results revealed a distinction between the leadership styles and effectiveness of men and women. Common leadership characteristics identified in women were balance, systematic thinking, encouragement, and goal-oriented, whereas men’s leadership characteristics included commanding empowerment and team spirit. This research article will be useful for academics, HRD professionals, and researchers.

Sustaining the critical in CHRD in higher education institutions: the impact of new public management and implications for HRD

ABSTRACT Adoption of Critical Human Resource Development (CHRD) and its capacity to change practice is influenced by the political context. HRD professionals learn to challenge their political context through CHRD teaching and research in the ‘safe space’ of Higher Education Institutions (HEIs). Yet, the increasingly global discourse of New Public Management (NPM), associated with what we call new performance measurement, constrains engagement with CHRD. This paper demonstrates the impact of NPM and research performance measurement on HRD scholarship, CHRD agendas, HRD professional development and HRD practice through discourse analysis of Impact Case Studies and their underpinning research as presented in the UK government’s 2014 Research Excellence Framework (REF 2014). Use of national research evaluations with a focus on impact is currently spreading across the globe, and so is of international significance. We identify that although CHRD is consistently adopted in underpinning academic research publications it does not transfer into written impact cases. We conclude that context has the power to silence CHRD, and we challenge CHRD scholars to seek alternative formats to inform practice that do not disguise potential negative impacts. We also caution that silencing critical academic voice diminishes the ability of pedagogic curriculum to challenge and enhance HRD practice.

Prevalence and Role Stressors as Antecedents to Workplace Bullying in Multinational Corporations Human Resource Shared Service Centers in Malaysia

Workplace bullying has shown a steep rise globally in the last three decades, reporting its pervasiveness among various sectors and industries. It is universally recognized as a significant work stressor causing severe health, well-being, and psychosocial problems for employees, the economy, and society. The claim comes as no surprise with the contemporary debate among organizations, especially MNCs HRSSC, striving to succeed globally and stay competitive through cost savings and increased productivity. However, SSC formation has swayed the HRD professions’ to strategic HR roles to focus on the organization’s profit-making goal, eventually at the expense of employees’ well-being by indirectly condoning workplace bullying. For these reasons, the present study investigates the prevalence of workplace bullying at MNC HRSSC in Malaysia to find out how the Western countries that pioneered the studies reveal the severity of workplace bullying manages organizations in Asian countries that are still at the early stage comparatively of recognizing the phenomenon. The study will examine the prevalence, the experience level of role stressors, namely role ambiguity and role conflict, which are relatable to the MNC HRSSC setup, and their consequent representation as antecedents to workplace bullying. A cross-sectional study was adopted to conduct descriptive and inferential statistical analysis with n=460. The descriptive statistical analysis used IBM SPSS (v24.0) to determine the prevalence of workplace bullying by adopting a two-step cluster analysis and the strict operational definition criterion and the role stressors experiences level. At the same time, Structural Equation Modeling (SEM) was used to determine the correlation and influence between the predetermined organizational antecedents (role ambiguity and role conflict) and workplace bullying. Data were collected using a 14-items Role Questionnaire (RQ) and 22-item Negative Act Questionnaires-Revised (22-items NAQ-R). Findings show a high prevalence rate of workplace bullying (66.7%), a high level of role ambiguity (72.6%), and role conflict (70.2%), resulting in a positive & significant relationship with workplace bullying. Thus, these results autonomously conclude that workplace bullying is prevalent among MNC HRSSC with a high level of role ambiguity and role conflict experience, which are significant antecedents based on the General Strain Theory (Agnew, 1992) underpinning theory. Therefore, the study recommends that local HRD professionals and policymakers review employees’ job descriptions to determine one’s role and set KPI accordingly. Global Business Services representing the MNC and the local HRSSC management team must develop and implement robust anti-bullying policies and programs and sustain them in practice to curtail the negative consequences.

How do HRD professionals and business managers interact in organizing HRD activities?

AbstractHuman resource development (HRD) has traditionally been seen as the main driver behind people‐centered developmental activities such as learning and development, organization development, and career development. However, the role of HRD professionals as the main stakeholder has been questioned as more and more people‐centered development activities have been integrated into a broad range of leadership and supervisory roles within the organization. The question arises: How do HRD professionals and business managers interact in organizing HRD activities? Building on structure and actor theories as a theoretical foundation, the study combines deductive and inductive data analysis of semi‐structured interviews to review the roles of HRD professionals and business managers involved in organizing HRD activities in six different organizations in the USA. Our findings show that while training does not appear in any of the HR‐related job titles, the term “training” is more common in business managers' titles describing their link to HRD activities. When organizing those activities, HRD professionals and business managers engage extensively in emergent partnering structures. While some HRD professionals are the main actors in some learning networks, business managers drive HRD activities in others. We discuss the commingling of actors and its impact on the learning network. The paper closes with a discussion of research limitations, future research, and implications for HRD practice.

Educational leadership support for work transitions during COVID-19: perceptions of K-12 teachers in United States and China

ABSTRACT The purpose of this study was to explore the educational leadership support as perceived by K-12 teachers and leadership effectiveness in addressing the work transition during the COVID-19 pandemic in two countries: China and the U.S. In this exploratory study, sixteen K-12 teachers from China and the U.S. were interviewed. Our findings indicated that participants received educational leadership support in daily tasks, well-being, and training and development. Participants also indicated that their leaders helped them cope with the work transition by empowering and inspiring them. However, the leaders also faced challenges including limited resources and lack of authorization from upper-level administration. Differences in educational leadership were identified between China and the U.S. in terms of communication and trust-building, work-life/family balance, and safety. This study provides insights for educational leaders and HRD professionals on strategies to support teachers in a crisis such as the pandemic.

Toward A New Political Economy of Human Resource Development

To promote human development and flourishing and the creation of just and sustainable workplaces, HRD professionals need a better understanding of the political and economic forces shaping organizational realities. We need new models, grounded in an updated understanding of the political economy of labor and workforce development. This essay offers a brief critique of the current models and discusses alternative ways of thinking about political and economic mechanisms that can promote human flourishing, equity, and sustainability. We offer suggestions for how HRD researchers and practitioners can use this new lens to develop interventions and advance scholarship.

The increased use of virtual teams during the Covid-19 pandemic: implications for psychological well-being

Organizations have increasingly moved toward decentralized and globalized work processes with the advent and improvement of information and communication technologies, which accelerated the implementation of virtual teams. While researchers and practitioners have previously debated the effectiveness of remote working in virtual teams by weighing its advantages and disadvantage, working remotely in virtual teams has become the new normal after COVID-19. Various challenges of working remotely in virtual teams have significantly affected employees’ psychological well-being. This study aims to (a) synthesize the literature on virtual teams focusing on the definition, antecedents, and outcomes, (b) review the literature on the relationship between virtual teams and psychological well-being, (c) share two practical cases, and (d) offer implications for HRD professionals to improve virtual team members’ psychological well-being. This study contributes to the field of HRD as it addresses several theoretical and practical limitations of the virtual team literature (e.g., lack of an integrative definition, lack of a comprehensive nomological network of virtual teams, lack of studies on psychological well-being in virtual teams). More importantly, since virtual teams have not been explored well in the HRD literature, the findings provide relevant and viable implications on psychological well-being for HRD practices as well as HRD research.