Field Of Human Resource Development Research Articles

Introduction to Meta-Science in HRD

The Problem Research matters. Results from research can affect policy, practice, and future research. Taking every precaution to assure that research is conducted ethically, accurately, and correctly is a practice that should be exhibited by all disciplines. Unfortunately, this has not been the case with upward of 40% of published research identified as being nonreproducible. The Solution The first step for any discipline is to be aware that meta-science problems exists and to identify necessary techniques for preventing these problems from occurring. The current Special Issue introduces meta-science to the field of human resource development (HRD) as a step in informing scholars and scholar-practitioners (a) about the potential problems that exists in other disciplines and (b) what steps could be taken to help prevent these problems from occurring in research within the field of HRD. The Stakeholders HRD scholars and scholar-practitioners, collaborators of HRD, researchers, instructors, and students of HRD programs.

Principle Assumptions of Regression Analysis: Testing, Techniques, and Statistical Reporting of Imperfect Data Sets

The ProblemJournal pages are filled with articles that scarcely mention the assumptions behind the chosen statistical techniques and models. Based on questionable foundations, the ultimate conclusions are intended to shape academia and guide practitioners. Violations of the underlying assumptions can result in biased and misleading forecasts, confidence intervals, and scientific insights.The SolutionThe field of human resource development (HRD) is equipped to present these assumptions clearly and concisely to ensure the integrity of statistical analysis and subsequent conclusions. Testing the principle assumptions of regression analysis is a process. As such, the presentation of this process in a systems framework provides a comprehensive plan with step-by-step guidelines to help determine the optimal statistical model for a particular data set. The goal of this article is to provide practitioners a Regression Development System that can be adapted to organizational performance as well as information that can be used to evaluate the strength of journal articles.The StakeholdersQuantitative researchers, practitioners, instructors, and students.

Transforming I into we in organizational knowledge creation: A case study

AbstractThis study examined the process by which individual knowledge is transformed into organizational knowledge by clarifying the sensemaking process. Although several earlier studies on organizational learning have argued that knowledge sharing among members is important, research detailing the development of the knowledge‐sharing process is relatively rare. The current study addresses this gap by using a qualitative case study of a Korean government‐funded organization to examine the organizational knowledge‐sharing process. The findings suggest that learning for organizational knowledge generation depends on participation and communication and requires voluntary, dynamic interactions based on intersubjectivity among the organization's members. This study has important theoretical and practical implications for future research on organizational knowledge sharing and provides a new theoretical framework for the field of human resource development.

Liminal leadership: leading betwixt and between

PurposeThe purpose of this study is to review the literature on liminal leadership, present a comprehensive perspective of it compared to other types of leadership, propose a conceptual framework of liminal leadership and provide a case on how liminal leadership addresses modern workplace issues in the ever-changing and competitive global environment.Design/methodology/approachThis research is conceptual in nature. For this, the authors searched literature on organizational and leadership theories of liminality within organizational settings and analyzed various leadership perspectives to develop a construct of liminal leadership.FindingsThe comparative analysis revealed different and/or similar characteristics of liminal leadership with other types of leadership theories. On the basis of the comparative analysis, a synthesis of liminal leadership and a proposed conceptual framework to pursue future studies of liminal leadership are provided.Research limitations/implicationsFirst, the notion of liminal leadership is emerging; few have been conducted to investigate the concept. Therefore, the authors’ approach to compose the theoretical background of liminal leadership is limited. Second, they drew a logical framework of leadership components a liminal leader might use from chosen leadership theories which had some kinship and likeness to liminal leadership. However, the comparative analysis of the relationship is limited because of the conceptually based nature of analysis. Third, the proposed model of liminal leadership is tentative and conceptual in nature. Empirical studies are needed to verify the psychometric structure and reliability of the model.Originality/valueDespite its importance and a sense of urgency, almost no discussion on liminal leadership or liminality can be found in the field of HRD. The limited knowledge associated with liminal leadership places high value on the results of this study. This paper will provide a seminal base that may stimulate future human resource development (HRD) scholars. The purpose for this study is to contribute a conceptualization of liminal leadership as it applies to the field of HRD as leading and facilitating organizational changes.

Neuroscientism, the neuroscience of learning

PurposeAlthough the field of neuroscience has evolved dramatically, little research has attempted to conceptualize the impact of neuroscience on the field of human resource development (HRD). The purpose of this study is an integrative review of the influential relationship between neuroscience and workplace learning including applicable implications for HRD research and practice.Design/methodology/approachBy reviewing 93 studies on neuroscience and brain-based learning published between 1995 and 2017, the authors synthesized their findings.FindingsThis study discusses the basic concepts of neuroscience such as the structure and functions of the brain, neuroscientific findings about memory and cognition, the effect of neural transmitters on memory and cognition and the neuroscience of learning. This study also illustrates brain-based learning styles affecting learning and describes various neuroscientific learning principles and models that can be applied to practical planning and the delivery of workplace learning and HRD activities.Originality/valueThis study concludes with brain-based learning principles called neuroscientism compared with traditional learning theories. It also includes several brain-based learning cases from workplace settings and implications for future research and further HRD practices.

Feminist Theory: A Research Agenda for HRD

The Problem Limited research representing the field of human resource development (HRD) has challenged the masculine rationality in organizational culture, processes, and discourse; questioned power or gender hegemony within organizations; or examined how oppression and hegemony are manifested in the lives of different groups of women in a variety of work contexts. This limited scope of research has resulted in a lack of consideration and application of feminist theory, a valuable framework for examining issues relating to inequity and the subjugation of women. Compared with related fields, studies applying feminist theory in HRD research are fewer in number and less robust in terms of issues explored, research design, and target groups examined. The Solution A deeper examination of (a) populations beyond White middle class women, (b) the lives and experiences of women from varying backgrounds, (c) asymmetrical power relationships, (d) opportunities for women to gain knowledge and power, (e) the use of language and power to silence women, (f) gender as a social construct and essential category of analysis, and (g) ways to promote social change are presented along with recommendations to broaden the scope of research that applies feminist theory in HRD research and practice. The Key Stakeholders The examination of feminist theory is expected to benefit HRD researchers, practitioners, scholars, and women in the workforce.

The extent to which some of the TQM standards are applied in the faculties of Khartoum State University and Sudan Private International University: مدى تطبيق بعض معايير إدارة الجودة الشاملة في كليات جامعة الخرطوم الحكومية وجامعة السودان العالمية الخاصة

The objective of the study was to investigate the extent to which some of the TQM standards were applied in the faculties of Khartoum State University and Sudan International Private University from the point of view of the faculty and the effect of the variables (age, gender, academic qualifications, years of experience, On the answers of the sample, and used the descriptive statistical method. The study was carried out with the following results: The application of TQM in some of the faculties of Khartoum State University and Sudan University of the World (3.46) with a total average of (3.46 of 5) with (large) estimates. According to the fields, the field of quality requirements in education has a general average of (3.84) with a large estimate; followed by the follow- Thirdly, the field of human resources development was average (3.37), and lastly, Decision-making and community service an average of (3.03), all of which estimates (medium). The results of the study showed that there are no differences in the application of some TQM standards in Sudanese higher education institutions due to variables (years of experience, age, scientific qualification and gender). In light of the results of the study, a number of recommendations were made to increase awareness and activate the implementation of some of the TQM standards in Khartoum State University Colleges, Sudan Private International University and all Sudanese higher education institutions. And attention to the educational environment within the university and methods of communication and communication. And to spread the culture of quality to managers and deans first to convince them of the importance of change and improve the performance and the importance of quality standards in institutions of public and private higher education as well as higher institutes

Sustainable graduate employability: an evaluation of ‘brand me’ presentations as a method for developing self-confidence

ABSTRACT This paper evaluates ‘brand me’ presentations as a method for developing employability-related self-confidence (ERSC). Measurements of ERSC were taken at three points in time from a sample of 105 full-time business and law students at a UK university. These were analysed alongside student feedback, assessment artefacts, and semi-structured interviews with students and lecturers. Findings indicate that ERSC increases over time, skills are learnt, and new behaviours are developed. We contribute to sustainable graduate employability literature by empirically demonstrating theoretically proposed links between career management learning and ERSC. Furthermore, we show that self-confidence may be a situated behaviour, rather than a fixed trait, which generates practical suggestions for career management teaching. We join the teaching excellence debate by demonstrating a method to measure learning gain in higher education. We also add to research methods knowledge by adapting an evaluation framework from the Human Resource Development field for use in this context.

Employee Adaptive Performance and Its Antecedents: Review and Synthesis

The purpose of this article is to critically review current studies on employees’ adaptive performance and to integrate the findings to provide insights on how to develop employees’ adaptability. It also aims to identify gaps in the research to guide future studies on adaptive performance in the field of human resource development. By reviewing 34 empirical studies on adaptive performance published between 1999 and 2016, we identified 22 antecedents of adaptive performance at the individual (nine), job (six), group (three), and organizational (four) levels. Our analyses reveal that a significant amount of research has focused more on individual characteristics than on other aspects affecting employees’ high adaptive performance. Discussion, implications, and recommendations for future research are elaborated.

Protests, Rallies, Marches, and Social Movements as Organizational Change Agents

The ProblemSocial movements can impact organizations and employees through changes in policies and procedures in the workplace. Measuring the degree to which collective protests, rallies, and marches have influenced organizational actions can be complex due to the variance in activist practices and the resistance or amiableness of organizations to change.The SolutionProtests, rallies, and marches can create a disruptive stage for challenging and confronting organizational policies and practices that maintain power structures. Through the examination of the literature and the review of recent worldwide events, this article illustrates how social movements have affected organizations and led to organizational changes, illuminating change processes in established fields such as business. Specifically, we aim to answer how protests, rallies, and marches influence organizational policies and practices attributed to human resource development (HRD). We conclude by discussing how a recent social movement is applicable to the field of HRD and suggest areas for future research.The StakeholdersThis article may be of interest to employees at all levels of the organization, researchers, and practitioners in the field of HRD.

Social Movement Learning and Social Innovation: Empathy, Agency, and the Design of Solutions to Unmet Social Needs

The Problem Social innovation (SI) is integral to productive outcomes that resolve unmet social needs in various social movements throughout history, and it has become a movement of its own. SI provides a powerful place for social movement learning (SML) where solutions are often discovered through partnership of cross-sector affiliates who engage in creative work that often challenges the status quo in society. This learning is little understood let alone leveraged in the field of Human Resource Development (HRD). The Solution The purpose of this article is to explore SI as a site of SML and illuminate design thinking as an underlying learning process for the SI movement with implications for HRD. SI is predicated on sincerely held social values and more specifically empathy for others, and these are embedded in design thinking, which is a technique that HRD professionals can add to the toolbox and use when partnering with affiliates in corporate social responsibility projects, designing innovation initiatives, and working for social organizations. This article argues that learning to empathize with people who are subjects of innovation is a fundamental learning outcome in the social movement, as is agency, or the belief that one can act to create change, such as developing feasible and workable solutions to unmet social needs. The Stakeholders Stakeholders include HRD professionals, leaders and employers, social organizations and centers, and social movements and students in higher education that engage in SI projects that prepare them for working with innovation and to meet the social needs in society, whether home or abroad.

What can be learned from action learning coaching? Learnings of novice action learners and their coach

ABSTRACTAction learning coaching (ALC), a form of action learning that integrates leadership coaching, is suggested as a method and ethos to build future capacity, specifically in novice HRD practitioners. The purpose of this article is to offer an account of learning from the perspectives of novice action learners, who were new to the field of human resource development (HRD) and to the concept of ALC, as well as their similarly noviced coach. Data from budding practitioners and their coach, participants in an action learning action research (ALAR) study, are analyzed to show how they used action and generative learning through ambiguity to apply learning to their new roles. Action learning coaching elevated participants’ skills, self-concept, efficaciousness, professionalism, commitment to action, and capacity for learning and growth. Participants changed themselves, their practice, and ultimately the way they approached human resource development as novices.

The Influence of Personal Factors on Professional Employees’ Intention to Stay: Job Satisfaction as Mediator

One of the most emerging issues in the field of Human Resource Development is how to effectively help professional employees to retain in organizations. Structural equation modelling (SEM-AMOS) was employed to examine factors influencing intention to stay among professionals and the mediation role of job satisfaction in the correlational relationships. Survey forms were collected from 457 professionals in Malaysia. The results revealed that personal-related factors (emotional intelligence and self-efficacy) have significant impact on professionals’ intention to stay, and job satisfaction mediated the relationship between personal-related factors and intention to stay. The findings of this study are useful for HRD practitioners to develop the interventions to assist individuals and organizations towards successful self-development and sustainable organizations.

Capabilities of PR professionals for key activities lag: Asia-Pacific study shows theory and practice gaps

A number of studies of the knowledge, skills and abilities (KSAs), competencies and capabilities of public relations and communication professionals have been carried out in the USA, UK and other countries. However, most have not engaged to any significant extent with literature in the human resource development field which specializes in defining and developing these characteristics. Also, few studies to date have related the KSAs, competencies and capabilities of practitioners to the key activities of public relations and communication management required for the future. This article presents findings and analysis from a regional survey conducted in 22 Asia-Pacific countries in 2017/18 that compared, for the first time, the capabilities of practitioners in relation to activities identified as the most important over the next three years. This data, and comparison with equivalent regional surveys in Europe and Latin America, confirm a gap in capabilities in relation to key communication activities and suggest a gap in theory as well as practice. The findings and conclusions present a challenge for higher education and professional development for public relations and communication management and point to potential future directions in theory building.

Workplace learning measures for human resource development: review and summary

PurposeThe purpose of this paper is to review the existing workplace learning measures used in empirical studies in human resource development (HRD).Design/methodology/approachBy reviewing 141 studies on workplace learning published in six journals in the field of HRD, we identified nine measures for workplace learning. Tynjälä’s (2013) 3-P model of workplace learning was adopted as the framework to analyze the features of each measure in terms of presage, process and product.FindingsWorkplace Climate Questionnaire, Learning Opportunities Questionnaire, Approaches to Work Questionnaire and Self-regulated Learning in the Workplace Questionnaire belong to the presage category. Small Business Workplace Learning Survey and Workplace Learning Activities are categorized as the process dimension. The Questionnaire on Informal Workplace Learning Outcomes is in the product dimension. Informal Workplace Learning Survey and Workplace Adaptation Questionnaire are across the three categories.Research limitations/implicationsThe authors identified the issues of existing workplace learning measures to emphasize the importance of reliable and valid measures for workplace learning and to gain the attention of researchers concerning these issues.Practical implicationsThe findings can provide organizations and practitioners with insights and ideas on how to prepare employees to engage in diverse learning activities, how to support their learning activities and how to combine their learning activities with the existing job structure and work system.Originality/valueThis study is the first to review workplace learning measures in the field of HRD. The authors review the dimensions, items and reliability of each measure, and summarize the features of nine measures in terms of presage, process and product of workplace learning.

A review of leadership theories: identifying a lack of growth in the HRD leadership domain

PurposeThis paper aims to identify the life-cycle of leadership theory from both the human resource development (HRD) and the organizational/leadership literature while providing a contrast between the two bodies of literature. The current research identifies which theories are being represented within the HRD literature, followed by a review of current directions in the leadership fields, primarily from literature in the organizational and leadership fields. By identifying these two bodies of leadership theories, the following research question will be answered: How current are the leadership theories provided in the literature of HRD compared to research that is reported from other external leadership fields?Design/methodology/approachThis paper examines how leadership theories are represented in the HRD literature. Data for the current article provide a preview of leadership theories that are used to inform HRD scholars and scholar–practitioners for a period of 15 years (2000-2015) in the four Academy of Human Resource Development (AHRD) publications (Advances in Developing Human Resources; Human Resource Development International; Human Resource Development Quarterly; and Human Resource Development Review). The four journals within the AHRD were reviewed to identify which leadership theories were being researched and used to inform members of HRD. The search terms for the current study included “leadership AND theory,” “team AND leadership,” “leadership AND development” and “team AND development.” Studies that presented a leadership theory and either described or defined the theory were coded for the current study. Within this body of literature, there were a total of 74 leadership theories identified (some repeating), among those there were a total of 20 unique leadership theories. The literature external of HRD was identified using the ScienceDirect database for 10 years (2007-2017) with the topics limited to “topics–leadership.” Once the HRD and organizational/leadership literature are presented, a comparison between the two literature streams will be provided, highlighting any deficiencies within either body of literature and recommendations for future research efforts for the field of HRD.FindingsThis examination of leadership theory study within HRD and other fields highlights the deficiencies within either body of literature and offers recommendations for future research efforts for the field of HRD. In line with the trend in leadership research, HRD should call for more longitudinal and multi-level research efforts to be conducted as opposed to cross-sectional studies.Research limitations/implicationsThe current study is limited in the literature that was used to collect/code data. Also, the time frame for the HRD literature ended in 2015 due to the long duration required to review articles and to code the data. Secondary data were obtained from organizational/leadership literature and are more current because they are more recent. Overall, even with an end date of 2015 for the HRD literature, the HRD field has not changed too much during this time and the authors recognize some minor changes, but the research findings are still relevant and the leadership deficits presented are still realized.Practical implicationsThe field of HRD is behind when it comes to leadership theories. This paper identifies this in an effort to aid researchers, students and practitioners to look beyond the leadership theories presented in the HRD literature for more relevant and current leadership theories. This paper highlighted a number of newer and current leadership theories and trends for scholars and scholar-practitioners to begin to focus on; however, this list is only a snapshot and is bounded by the data collected for the current paper.Originality/valueThis paper is original in that it is both critical of leadership research within the HRD literature while also providing new directions for the field. The snapshot of where the field of HRD is compared to the leadership and organizational fields becomes apparent with multiple future directions for research.

A Review of the Empirical Literature on Meaningful Work: Progress and Research Agenda

Meaningful work is a topic of importance in core domains of human resource development (HRD) such as employee engagement, motivation, and personal development. However, there is little consensus over what comprises meaningful work or concerning the antecedent and outcome factors associated with meaningfulness. Prior theorizing has tended to conflate conceptual and empirical arguments, and hence, we lack clear insight into factors related to employees’ experience of meaningfulness. To address these gaps, we undertook an analysis of the empirical literature relating to meaningful work. In all, 71 studies met the inclusion criteria. We focused on the question, “What is the empirical evidence base concerning meaningful work, and how can this inform theory and practice in HRD?” The synthesis revealed dominant trends alongside significant gaps in understanding. We highlight the practical implications of our analysis for the HRD field and propose avenues for future research on meaningfulness within HRD.

To study the role of HR Analytics in Predicting the Economic Value of Organization’s Human Capital Investment

Over the past many years, Human Resource Management has changed. It has moved from an operational discipline towards a more strategic discipline. The popularity of the term Strategic Human Resource Management (SHRM) exemplifies this. The data-driven approach that characterizes HR analytics is in line with this development. By using HR analytics organizations do not rely on gut feeling anymore. Analytics enables HR professionals to make data-driven decisions. Furthermore, analytics helps to test the effectiveness of HR policies and different interventions. The use of data analytics in the field of human resource development is becoming increasingly common. This rise in popularity is accompanied by skepticism about the ability of human resource professionals to effectively utilize data analytics to reap organizational benefits The HR world is abuzz with talk of big data and the transformative potential of HR analytics. With the changing processes HR analytics is a ‘must have’ capability that will ensure HR's future as a strategic management function while transforming organisational performance for the better. It argues that unless the HR profession wises up to both the potential and drawbacks of this emerging field and engages operationally and strategically to develop better methods and approaches, it is unlikely that existing practices of HR analytics will deliver transformational change. Indeed, it is possible that current trends will seal the exclusion of HR from strategic, board‐level influence while doing little to benefit organisations and actively damaging the interests of employees

Performance Management: A Scoping Review of the Literature and an Agenda for Future Research

Performance management (PM), in all its guises, occurs across all organizations whether formally through an official organizational process or informally through daily dialogue. Given its inherent importance to the field of Human Resource Development (HRD), we conducted a scoping review of the PM literature over a period of more than 11 years, uncovering 230 articles from 41 different journals. Our review suggests that the PM literature explores the more process driven aspect of PM, namely performance appraisal (PA), as opposed to investigating PM in a truly holistic way. Throughout, we suggest a series of research gaps which, if filled, will help both HRD scholars and practitioners better understand how employee performance can be effectively managed in the future.

Organizational Justice: Why Does It Matter for HRD

An effective system of organizational justice forms the foundation for an organizational culture which promotes inclusion and diversity, and therefore an important topic for human resources development (HRD) practice. The purpose of this paper is to explore the concept of organizational justice from the existing literature. Based on previous research, this review hypothesized the employees’ perceptions of organizational justice and investigated the four different dimensions (distributive, procedural, interactional and informational justice) of organizational justice as evident in existing literature. This review attempts to analyze the current state of organizational justice research with emphasis on the field of human resources development. The review also attempt to suggest some implications for practice and future directions for HRD scholars and researchers.