Human Resource Development Discipline Research Articles

Interorganizational Learning: A Conceptualization of Public-Private Learning Communities

Human Resource Development (HRD) finds itself at a critical juncture given the rapidly changing landscape of work and a shift of focus in HRD research and practices. This provides momentum for the HRD discipline to explore new models of workplace learning that exceed the boundaries of one’s own organization. Public and private organizations increasingly understand that by joining forces and cocreating knowledge, they are better able to address these challenges and thereby stay innovative. In this paper, we propose a conceptual framework for Public-Private Learning Communities (PPLCs) as a promising approach to prepare organizations and employees for the rapidly changing future. By drawing on the concept of interorganizational learning and learning-network theory, we distinguish essential building blocks that relate to the PPLCs’ strategy, structure, process, and culture. With this conceptual paper, we aim to break new ground for HRD theory-building and offer novel directions for HRD researchers and practitioners.

The State of Theorizing Human Resource Development (HRD) in Extended Context: A Review

In this article, I examine and evaluate the human resource development (HRD) theorization presented by Wang and Doty (2022a) , as well as the reactions it received from Russ-Eft (2022) , Yoon (2022) , and Poell (2022) , and the response provided by Wang and Doty (2022b) . I observe that the principal criticism of the current HRD framework proposed by Wang and Doty revolves around the significance of culture within the host institution system (HIS). They argue that culture holds little to no importance in the HIS. However, upon examining the definition of HIS presented in this paper, it becomes apparent that the role of culture cannot be easily dismissed in any discussion pertaining to HIS, thereby calling for further theorizing and research. The suggestions put forth in this article have the potential to contribute to the advancement of the current theorization into a genuinely dynamic framework for the HRD discipline.

Should practical usefulness be considered for theory building in HRD? Traditional versus pragmatism approach

Globalization has led to an increasing emphasis on the critical role of the workforce in the success of organizations. This has resulted in the shift of focus on human resource development (HRD) as the center of attention in the current paradigm. Hence, this article suggests a need to use a comprehensive philosophical paradigm to develop practical theories in HRD and compares the usefulness of positivism, interpretivism and pragmatism philosophies in the theory-building process. Based on fragmented literature in philosophy and HRD disciplines, this theoretical manuscript has assembled and thoroughly reviewed the existing literature to propose new ways of theory building in HRD. The findings guide that despite the usefulness of positivism and interpretivism philosophical paradigms in knowledge generation, these philosophies lead to practically weak theories. Hence, theory building in HRD should be driven by a problem-solving approach rather than only relying on plausibility criteria. It further guides how multi-method and mixed-method research designs might help provide answers to complex and newly emerged challenges in HRD. Overall, this research adds value to a body of knowledge by proposing a unique five-stage framework to develop new theories in HRD using the pragmatism approach. The use of the proposed framework might be beneficial in developing practically and theoretically useful theories in the future.

Contending claims to causality: a critical review of mediation research in HRD

Purpose The purpose of this paper is to conduct a critical review of the mediation studies published in the field of Human Resource Development (HRD) to discern if the study designs, the nature of data collection and the choice of statistical methods justify the causal claims made in those studies. Design/methodology/approach This paper conducts a critical review of published refereed articles that examined mediation in Human Resource Development Quarterly, Human Resource Development International, Advances in Developing Human Resources and European Journal of Training and Development. Mediation studies published in these journals from 2000 to 2015 were identified and coded. The four journals sampled were chosen to provide breadth of coverage of the different types of empirical studies published in the field of HRD. Findings The review findings imply that HRD scholars are not employing experimental or longitudinal designs in their studies when randomized experiments and longitudinal studies with at least three waves of data collection are regarded as the golden standards of causal research. Further, the findings indicate that sophisticated statistical modeling approaches like structural equation modeling are widely used to examine mediation in cross-sectional studies and most importantly, a large number of such studies do not acknowledge that cross-sectional data does not allow definite causal claims. Research limitations/implications Although the findings urge us to rethink the inferences of mediation effects reported over the past 15 years in the field of HRD, this study also serves as a guide in thinking about framing and testing causal mediation models in future HRD research and even argues for a paradigm shift from a positivist orientation to critical and postmodern perspectives that can accommodate mixed methods designs for mediation research in HRD. Originality/value This paper presents a critical review of the trends in examining mediation models in the HRD discipline, suggests best practices for researchers examining the causal process of mediation and directs readers to recent methodological articles that have discussed causal issues in mediation studies.

The status of intervention research in HRD

Purpose The purpose of this study is to determine the quantity, nature and frequency of intervention research published in Human Resource Development (HRD) journals. Design/methodology/approach The methodology for this study was a literature review, analysis and synthesis with specific attention to locating intervention research in HRD journals. Findings Based on the results of this study, it seems clear that intervention research is not a fundamental research method for HRD professionals and is not being consistently conducted across the HRD field. This raises potential questions about the extent to which HRD professionals are integrating research and practice. The presence and conduct of intervention research applied to HRD-related problems may provide another means for practitioners and scholars to work together toward optimal, practical solutions with evidence to support them. Originality/value Creating a community of professionals who assess and/or evaluate the effectiveness of the interventions and disseminate the information that lean toward causal claims is critical. Intervention research could represent a cultural shift for the HRD discipline because it lends weight to claims of causality and practical recommendations. Under these circumstances, HRD intervention research could be used with confidence by HRD practitioners to inform, shape or evaluate the content of their management and leadership training programs, including the training and development of coaching managers and coaching leaders.

Human Resource Development in SMEs: A Systematic Review of the Literature

Human Resource Development (HRD) in small and medium‐sized enterprises (SMEs) is a significant area of scholarship. However, the cumulativeness of research on HRD in SMEs remains relatively low when compared to HRD generally. This paper reports a systematic literature review (SLR) to synthesise research in this area. A disciplined screening process resulted in a final sample of 117 papers published in 31 journals from 1995 to 2014. The synthesis of these empirical and theoretical studies revealed that: (a) the literature utilises a narrow range of theoretical and conceptual perspectives; (b) HRD is being investigated across a variety of SME contexts, themes and units of analysis; (c) researchers define HRD in multiple ways and use a diverse set of measures of HRD activity; (d) there is significant potential for future research across the SME and HRD disciplines, SME settings and beyond existing theoretical perspectives. We offer suggestions for further advancing the development of this area of research in terms of theory, content and methodology.

An Analysis and Synthesis of DLOQ-Based Learning Organization Research

The problem The development of the Dimensions of the Learning Organization Questionnaire (DLOQ) has been contributing to the research on the learning organization both academically and practically. However, scholarly use of the DLOQ has been greater in the human resource development (HRD)-related disciplines. To encourage wider use, HRD researchers should acknowledge and reflect on the limitations of the extant literature and put an effort into providing theoretical foundations for how the DLOQ could be extensively used in several related disciplines. The Solution This study reviews comprehensive studies on the DLOQ and provides an underlying theoretical rationale for utilizing the DLOQ in multiple disciplines. In addition, future research recommendations are provided for enriching the learning organization studies using the DLOQ in HRD discipline. The Stakeholders Stakeholders for this article include HRD scholars, practitioners, and scholar-practitioners interested in the DLOQ-based theory, research, and practice.

ASEAN-India vs. ASEAN-China’s HRD Collaboration Though Projects Participation: The India-ASEAN Reveries

Human Resource Development (HRD) is a vehicle to achieve the goal targeted in the cross national collaboration. The HRD issues those emerged in the process of cross national collaboration falls under the newly emerged arrays of HRD debate i.e. International HRD or comparative HRD. International HRD obviously discusses human resource development collaboration and comparative HRD which are not new in the debate of international understanding and cooperation for shared prosperity, but, academically in the HRD discipline the discussion on the HRD collaboration next to rare. The paper draws a comparative picture of HRD collaboration between the two ties i.e. ASEAN-India and ASEAN-China. Through the comparison of project participation and through the analysis of strategic thrust in the plan of action the paper explains distinctions and attempts to draw overt scope of HRDC which is emerging from China-ASEAN and India-ASEAN cooperation. The paper pinpoints the policy implications in regards HRD collaboration for shared vision and prosperity through China-ASEAN-India’s engagement in the integration process.

Clarifying the boundaries of human resource development

This article clarifies the boundaries of human resource development (HRD) with respect to other concepts frequently used and misused in HRD literature. Through a proposition, a set of criteria for human resources is presented. A cross-culture literature comparison of the criteria demonstrates the consistency of the connotation in two contrasting cultures. This study has important implications for HRD research, practice and continued theory development effort. It relates to the identity and distinctiveness of HRD discipline, as well as the domain of HRD research and practice.

Developments in the emerging human resource development discipline

At intervals, it is interesting to review the most striking changes to have occurred in the field of human resource development. Equally, it is of profound value to carefully keep track of the developments that await us in the future. In this article, some profound developments in Human Resource Development (HRD) will be discussed. Before this is done, attention will be paid to defining the HRD field of study and practice, or HRD discipline. This will be done by presenting the insights of several scholars working in the human resource development area. Some of them are of the opinion that HRD should be considered as a discipline rather than a field of study; others refuse to define HRD as a scientific discipline. Secondly, the most significant outcomes of a literature study and a trend study concerning new developments in the area of HRD will be discussed. In the final section of this article, the contributions to this special issue of the International Journal of HRDM will be introduced.

Quality management as a brand‐building strategy: a proposal to return to basic purpose

Sets out to discuss the history and present positions of the quality assurance (QA), total quality management (TQM), workplace training and human resource development (HRD) disciplines, Argues that from a position where training gave clear and precise support to QA, the evolved TQM and HRD disciplines have drifted apart, to the detriment of each. Contends that simultaneously, both professional disciplines have become divorced from their original intention of supporting business strategy. Proposes a number of steps to bring HRD, TQM and business needs close together.