Implications For Human Resource Development Research Articles

Women employed in male-dominated industries: lessons learned from female aircraft pilots, pilots-in-training and mixed-gender flight instructors

To date, women who work in traditionally male-typed fields and occupations continue to face gender barriers. This paper reviews the literature on the topic then identifies and examines barriers presented during aviation training based on data from 296 female pilots-in-training, pilots, and flight instructors. Results show that the lack of acceptance, self-efficacy, lack of social support from organizations, flight instructors and family, and stereotyping are among the top obstacles women encounter during their flight training, often leading them to quit. Implications for human resource development (HRD) and for the recruitment, retention, and success of women in male-dominated occupations are discussed.

Previous international experience, cross‐cultural training, and expatriates' cross‐cultural adjustment: Effects of cultural intelligence and goal orientation

AbstractAlthough various antecedents of expatriates' cross‐cultural adjustment have been addressed, previous international experience, predeparture cross‐cultural training, and cultural intelligence (CQ) have been most frequently examined. However, there are few attempts that explore the effects of these antecedents simultaneously or consider the possible influencing variables that can impact cross‐cultural adjustment. In addition, empirical findings on the effects of these antecedents are somewhat mixed. Hence, there is a need for integrative studies exploring the mechanism of cross‐cultural adjustment to deepen understanding of how previous international experience, predeparture cross‐cultural training, and CQ affect expatriates' cross‐cultural adjustment. In this regard, we considered CQ as a variable that mediates the influences of previous international experience (work and nonwork) and predeparture cross‐cultural training (length and comprehensiveness) on cross‐cultural adjustment. Additionally, an expatriate's goal orientation was considered as a moderating variable that influences the effects of previous international experience and predeparture cross‐cultural training on CQ. Results using a sample of 190 Korean expatriates partially supported the hypotheses. The mediating effect of CQ and moderating effect of goal orientation were partially supported. The previous international nonwork rather than work experience and comprehensiveness rather than length of predeparture cross‐cultural training were more positively related to CQ. The theoretical contributions, practical implications for human resource development (HRD) practitioners, limitations, and suggestions for future research are discussed.

Recovered alcoholics and career development: Implications for human resource development

AbstractThis article presents three issues regarding alcoholism, recovery, and career development. First, alcoholism is a disease that creates health and wellness problems for those it afflicts. It also impacts individual and workplace productivity. Second, alcoholism has a persistent stigmatization. As a result, those alcoholics who are in recovery face challenging choices around self‐disclosure. Disclosure of one's identity as a recovering alcoholic could be perceived as risky, since it could be seen as a negative. Third, because of such risk, and because of the paucity of research within the field of human resource development around alcoholism and recovery, there is a gap in the literature regarding these issues.

Talent management practices in Italy – implications for human resource development

Many companies have implemented talent management systems in recent years, and the issue has lately been subject to the attention of scientific literature, from different theoretical perspectives. In particular, HRD literature advanced few critical perspectives on talent management, discussing its real impact on HRD practices. This article reports the results from case studies on four Italian companies, focusing the managerial practices they implemented for managing talent. The results show that, in the Italian context, talent is managed for very different organizational objectives, with the general aim to foster a segmented approach to the workforce and to commit top and line managers to HRD activities. The results are compared with existing literature, and both implications for HRD practice and HRD theory are highlighted.

Complex problem solving through action learning: implications for human resource development

This paper argues that complex problems can be used as opportunities for action learning, and examines the interrelations between problem solving and action learning. It suggests that managerial thinking and reflective action taking can be enhanced through complex problem solving. The paper contributes to theory and practice as it extends the literature on action learning by understanding its efficacy in the context of complex problems. Much of the literature is concerned with learning and action taking without examining the complexity of problems as affecting the metacognition as associated with learning. The paper brings a new practical dimension to action learning by expanding its scope on the problem, group, and action taxonomies to enhance human resource development (HRD).

New job – new ideas: the relationship between tenure and perceived creative climate

Human resource development (HRD) practices are intertwined with organizational creative climate (CC). Understanding the factors that influence CC is important since CC influences not only employees' possibilities to share and develop ideas, but also potentially employees' decision to leave their current organization. This study focuses on how perceptions of CC is related to tenure in organizations by analysing perceived CC in a random sample of unionized Swedish white-collar workers (n = 1303). It finds tenure to be negatively related to perceived CC for the first few years of employment. The level of knowledge required for a position does not moderate this relationship, but more knowledge-intensive work in itself tends to be associated with higher levels of perceived CC. Implications for HRD are discussed.

Exploring employee engagement from the employee perspective: implications for HRD

PurposeThe purpose of this paper is to examine an employee's unique experience of being engaged in their work.Design/methodology/approachFollowing Yin's case study design method, researchers collected documents, conducted semi‐structured interviews and recorded observations at a large multinational service corporation ranked as one of the best places to work. Post data collection, content analysis is used to interpret engagement efforts and experiences. Work by Kahn and Maslow are integrated as conceptual frameworks.FindingsPost analysis, three themes emerged: relationship development and attachment to co‐workers, workplace climate and opportunities for learning. Findings highlighted the development of relationships in the workplace, the importance of an employee's direct manager and their role in shaping organizational culture and the critical role of learning in an engaged employee's interpretation of their work. Scaffolding and discussion of an emergent model is provided.Research limitations/implicationsThree propositions for human resource development (HRD) research and practice are presented: first, environment and person interact to create engagement or disengagement; second, an employee's manager plays a critical role in developing engagement; and third, personality can effect engagement, however, everyone can engage. An integrated model is proposed as a synthesis of findings providing HRD researchers and practitioner's opportunity to re‐examine current engagement efforts. Specific action steps are outlined to spur further theory building and organizational practice.Originality/valueThe objective of the emergent model is to provide researchers and practitioners a new framework to consider, grounded in both early and contemporary theories of engagement. The emergent model could serve as the basis for new strategies and structures related to engagement development and could shed new light on how employees interpret the experience of engagement in work. This research is the first known qualitative study of employee engagement in the HRD literature, second only to the original qualitative research by Kahn.

Formal Mentoring Relationships and Attachment Theory: Implications for Human Resource Development

An attachment theory perspective of mentoring is presented to explain the degree of functionality of a mentor—protégé formal match in an organizational setting. By focusing on Bowlby’s (1969/1982) behavioral system of attachment and its triarchic taxonomy of secure, avoidant, and anxious-ambivalent attachment, previous conceptualizations are expanded by illuminating relational concepts that mentors and supervisors could use to facilitate employee learning and development. A short attachment style assessment and a mentor—protégé(e) attachment style pairing guide are presented.

Gender and risk: women, risk taking and risk aversion

PurposeLabeling women as risk‐averse limits the positive benefits both women and organizations can gain from their risk taking. The purpose of this paper is to explore women's risk taking and reasons for stereotype persistence in order to inform human resource practice and women's career development.Design/methodology/approachThe paper draws on literature about gender and organizations to identify reasons for the persisting stereotype of women's risk aversion. Utilizing literature and concepts about risk appetite and decision making, the paper evaluates results of the Simmons Gender and Risk Survey database of 661 female managers.FindingsThe paper finds evidence of gender neutrality in risk propensity and decision making in specific managerial contexts other than portfolio allocation.Research limitations/implicationsMore in‐depth research is needed to explore the gender‐neutral motivators of risk decision making and to explore risk taking in a more diverse sample population.Practical implicationsThe paper explores why women's risk taking remains invisible even as they take risks and offers suggestions on how women and organizations may benefit from their risk‐taking activities.Originality/valueThe paper synthesizes evidence on risk taking and gender, and the evidence of female risk taking is an important antidote to persisting stereotypes. The paper outlines reasons for this stereotype persistence and implications for human resource development.

Improving employees' work centrality improves organizational performance: work events and work centrality relationships

High work centrality is related to positive performance and behaviour of employees. This unique paper discusses a longitudinal study, comparing change in work centrality among individuals who experienced meaningful work events to individuals who did not experience these events, over the course of twelve years. The findings indicate that not experiencing expressive work events (which leads to an improvement in autonomy, interest, variety, and responsibility) reduces work centrality, whereas work events such as promotion, advancement (including to a managerial position) and qualifications, are effected by high work centrality. Work events, such as improvement in pay, working conditions, and interpersonal relations at work, had no effect on those who experienced them and those who did not. The theoretical and practical implications for Human Resources Development (HRD) are discussed.

A Comparison of Allegations and Resolutions Involving Issues of Discharge Versus Constructive Discharge: Implications for Diversity Management

Patterns in discrimination allegations and resolutions in discharge ( n = 130,816) and constructive discharge ( n = 9,765) were examined in data provided by the U.S. Equal Employment Opportunity Commission. Spanning the years from 1992 to 2008, these data indicated that the most prevalent disabling conditions in discharge and constructive discharge allegations were back injuries, nonparalytic/orthopedic conditions, depression, and diabetes. Characteristics of employees and employers distinguished between the two allegation types; for example, there were differences in the gender and racial/ethnic status of employees and in the location and industry of the employers. The rate of merit decisions, namely, EEOC decisions that discrimination actually occurred, was 20% for discharge and constructive discharge, indicating that employers, for the most part, rendered legitimate decisions. Findings indicate that people with more highly stigmatized disabilities were more likely to allege discrimination regarding constructive discharge, suggesting that adverse treatment may have caused them to exit employment. Implications for human resource development and management are discussed.

Lesbian presentations and representations of leadership, and the implications for HRD

PurposeThis paper seeks to identify, examine, and discuss the unique challenges for lesbians who serve in leadership positions in corporate America.Design/methodology/approachDrawing upon a multi‐disciplinary framework of management, diversity, feminist, and leadership literature, the paper critically examines the myriad of pressures exerted upon all women in leadership positions, and then identifies the pressures that are specific and unique for lesbians.FindingsThere are pressures that are unique for lesbian leaders. These pressures include negotiating the heterosexism of the organization; invisibility versus visibility, and gender expression and gender role expectations.Originality/valueThe paper provides implications for human resource development to assume a stronger and more active role in uncovering tacit issues embedded in leadership so that organizational workplaces become locations of greater equity, access, and fairness for all who aspire to leadership positions.

Making sense of women as career self‐agents: Implications for human resource development

AbstractIn this article, we explore the shifting career paradigm of managerial women in the United States, what it may indicate for the broader professional workforce, and human resource development's (HRD's) role in supporting that change. We examine the literature on evolving career definitions, women's place in that evolution, the rising use of flexible work arrangements (FWAs), and the evolving work goals of women. Findings from our survey of 389 managerial women indicate that they are using FWAs as support mechanisms to enable them to enact their career goals and stay in the workforce. We invite HRD professionals to interpret women's career choices as a signal that the conventional career model with its attending organizational practices and culture is outdated and no longer meets the needs of today's managerial women and of the U.S. workforce in general. We recommend actions HRD professionals can take to move their organization's culture to one that supports career self‐agency as a way of attracting and retaining critical talent in the 21st century.

Dependent Narcissism, Organizational Learning, and Human Resource Development

Narcissistic leadership can benefit organizational performance. Aberrant narcissism can destroy the psychosocial health of groups, limiting performance. This article examines Dependent Organizational Disorder, a common form of narcissism, which infects leadership, thwarts performance, and interrupts organizational learning. Dependent Organizational Disorder is juxtaposed with interruptions in organizational learning and a model illustrating the possible relationship between them is presented. Implications for human resource development are drawn.

The meaning of working among professional employees in Germany, Poland and Russia

PurposeThe purpose of this paper is to report the results of an empirical study of the meaning of working, individual level work outcomes, and job and career satisfaction, among professional level employees in business organizations in Russia, Poland, and Germany.Design/methodology/approachThe theoretical framework for the study was based on the work by England and colleagues. The sample (n=638) included professional level employees in the medium and large manufacturing and service organizations in the three countries. Correlations, discriminant function analysis, and multiple regressions were used to answer research questions regarding the relationship between the study variables and to determine country differences.FindingsResults indicate different patterns and levels of work centrality, desired work outcomes, work role identification, and job and career satisfaction among the three countries. A significant difference was found between work values in Russia, on the one hand, and Germany and Poland, on the other. Gender differences in meaning of work patterns were found among Russian respondents. Job and career satisfaction was related to different combinations of demographic and work meaning variables.Practical implicationsFor human resource development (HRD) and training and development (T&D) professionals working in multinational companies and/or with customers/suppliers in these three countries, the findings imply the need to take into account the similarities and differences in individual meaning of working variables when designing and implementing organization development and training interventions.Originality/valueDespite the central role of working for individuals and the central role of the work values construct for the professional fields of training and HRD, research on meaning of working has been sparse in the academic literature. Thus, the study can contribute to a fuller understanding of experience of work and its implications for the theory and practice of training and human resource development.

Sexual Minorities, Earnings, and Career Development: Insights From Economics

The problem and the solution. The purpose of this article is to (a) present insights from economics on earnings of sexual minorities and (b) discuss the implications for human resource development in terms of career development. In economic research, the focus has been on finding earnings differentials between sexual minorities and heterosexuals. One issue with this approach is whether the standard analytical techniques available in economics, can be applied to the earnings of sexual minorities. A second issue is the relevance of earnings of sexual minorities to career development.

Training Older Workers: Implications for HRD/HPT Professionals

Article discussing training older workers and implications for human resource development (HRD) and human performance technology (HPT).

Human Capital and Screening Theories: Implications for Human Resource Development

The problem and the solution. Human capital theory is a well-accepted foundation of human resources development (HRD) research and practices. Screening theory is equally foundational to HRD. This article presents and compares the two seemingly contrasting theories in economics. The origins, evolution, and current states of research on both theories are explored. The focus of the article is to identify their foundational role in, and implications for, HRD research and practice.The article shows that the two theories are complementary and have important implications for HRD theory building, research, and practices.

Creating Greater Success in Succession Planning

The problem and the solution .The prevalence of formalized succession planning practices in organizations appears to be increasing, largely due to changing demographic and related trends. However, many organization leaders report low levels of confidence in their succession planning systems and processes. Best succession and talent management practices can help organizations achieve significant benefits, including improved financial performance. A practical, five-step approach to succession planning is proposed that incorporates both best practices and an innovative application of role theory. The approach should help organizations look to and prepare for the future more effectively, including better specifying the future requirements they will have for their leaders. Implications for human resource development (HRD) professionals and recommendations for further research are discussed.

Institutionalizing Ethics: A Synthesis of Frameworks and the Implications for HRD

Today, many human resource professionals are faced with the responsibilities of implementing ethics initiatives in the workplace. The integration of ethics is becoming an aspect of organizational life to counter unethical conduct, enhance the organization's reputation, and stimulate the attraction and retention of talent. Scholars believe ethical behavior must be institutionalized—evidenced in daily practices and rooted in organizational culture—to sustain ethics in the workplace. It is becoming increasingly clear that human resource development (HRD) professionals significantly contribute, and even more, to the process of institutionalizing ethics. This article synthesizes the literature by comparing several of the frameworks for the institutionalization of ethics that have been forwarded in research and theory during the past 15 years. Implications for HRD professionals as key contributors in the institutionalization of ethics process are discussed.