Human Resource Development Professionals Research Articles

Developing Leadership Competencies for STEM Fields: The Case of Purdue Polytechnic Leadership Academy

The Problem Employers view today’s science, technology, engineering, and math (STEM) program graduates as deficient in interpersonal skills that are essential for team and organizational performance. However, STEM programs continue to effectively engage in interpersonal skills development in college level, instead placing the responsibility of such development on employers. The Solution A competency modeling framework should inform the design of such education programs, and this article describes such a framework and an educational program that used the framework to identify needed interpersonal skills and successfully develop them in STEM students. The framework will help HRD (human resource development) professionals take an active role in identifying the competencies needed for STEM program graduate success. The Stakeholders The article provides HRD academics with a framework to identify competencies needed for workplace success in a given academic field. As education programs such as described here are developed, STEM organizations may receive workers who are more productive and less in need of leadership development expenditure.

ADVANCING Women Academic Faculty in STEM Careers: The Role of Critical HRD in Supporting Diversity and Inclusion

The Problem The low representation of women and women of color (WoC) faculty in science, technology, engineering, and mathematics (STEM) academic disciplines represents a critical talent development issue by constraining universities from being truly diverse and inclusive therefore limiting the development and advancement of women scientists. The Solution We describe the National Science Foundation’s (NSF) ADVANCE program as a mechanism for increasing STEM women and WoC faculty career development, inclusion, and advancement. We situate this program as a critical human resource development (CHRD) project and analyze the interventions of ADVANCE Centers at five institutions using a coding scheme based on Acker’s theory of organizational gendering. We identify how key interventions address gendered processes and how these efforts align with human resource development (HRD) disciplinary expertise. The Stakeholders This article will benefit HRD scholars and professionals by identifying how HRD disciplinary expertise can be used to support institutional change efforts focused on faculty diversity and inclusion.

Rapid needs assessment: an evidence-based model

PurposeAlthough conducting a needs assessment has been accepted as the first step in solving performance problems, many human resource development (HRD) and training professionals find it still difficult to conduct an effective and efficient needs assessment. The primary reasons are the lack of a guiding model based on empirical evidence and the pressing need for a cost-effective approach. To resolve these issues, this paper aims to explore ways to conduct a needs assessment and propose an evidence-based needs assessment model.Design/methodology/approachFollowed the guidelines provided by Richey and Klein (2007), a design and development research was conducted. From the in-depth interviews with participants, the author proposed a more rapid model of needs assessment.FindingsThe salient features of the rapid needs assessment model are utilizing hypothetical interventions at an earlier stage in the process and gaining a commitment from the client across the entire process. Due to the exploratory nature of the present study, the rapid needs assessment model calls for further investigation in terms of strengths and weaknesses, and validation through multiple-case studies.Originality/valueThree significant features of the rapid needs assessment model are different from the existing needs assessment models: developing initial hypothetical interventions, engaging in an interactive and cyclical process and including the client in the whole process. The proposed model can also be used to guide HRD professionals which lays out the process and activities of needs assessment especially when the project due date is imminent, when performance problems should be addressed quickly or when the client requires results or at least the blueprint at an earlier phase.

Challenges of Implementing Western Talent Development Models in a Collectivist Organizational Culture

The Problem In Brazilian business organizations, talent development (TD) programs are often based on models borrowed from Western countries. However, there are significant cultural barriers to successful implementation of such transplanted models. Research on TD in Brazil is scarce, especially, research on adoption of imported models and frameworks. The Solution This article is based on a case study of TD practices of a large Brazilian steel company that has a long history of human resource development (HRD) and a unique organizational culture. Our study suggests that this Brazilian company’s TD system is based on a combination of several well-known North American models. However, the implementation of the TD system that is based on meritocratic principles does not fully align with an organizational culture characterized by high power distance, paternalism, collectivism, and the emphasis on personal relationships over merit. We suggest ways of addressing the identified misalignments and point out the necessity of tropicalizing the implementation of TD models, which implies embracing Brazilian cultural traits and contexts. The Stakeholders The main audience for this article includes executives, managers, and HRD professionals executing TD strategies in organizations from emerging market economies and/or in firms doing business in emerging markets. In addition, the article will be of interest to scholars specializing in international HRD and talent development.

Embracing the sobering reality of technological influences on jobs, employment and human resource development

PurposeThis paper aims to provide a sobering and unique view of technological unemployment and job changes by identifying endangered jobs and skills, as well as the essential up-skills critical to employees’ performance, which cannot be replaced by technology.Design/methodology/approachA systematic literature review, used because it is replicable, transparent, and scientific, was implemented to examine the current and future technological influences on employment, job outlook, work structure, and human resource development (HRD).FindingsThe study concludes that HRD professionals should promptly reexamine their social responsibility relative to the technological influence on workers by focusing developmental efforts on employees’ human skills while assisting workers’ transition to a skill-polarized workplace. HRD professionals should play a major role in facilitating employees’ coexistence with robots in the workplace.Originality/valueWhile recognizing the valuable contributions of previous researchers with similar concerns, this comprehensive review provides an amalgamated and updated view, which reveals the escalating and combined challenges of a skill-polarized workplace, a tendency of technological unemployment for those positioned in middle-skill jobs, and an increased demand for employees with a higher level of human skills.

The Conditions for Discretionary Energy: Implications for Organizational Business Performance

Achieving sustainable organizational effectiveness and performance is the ultimate purpose of many organizations. Human resource development (HRD) professionals are increasingly being called upon to support the development of strategies that facilitate employee engagement in the workplace (Macey & Schneider, 2008). The aim of this study was threefold: (1) to provide a preliminary test of the conceptual framework defining the conditions of Discretionary Energy (DE), (2) to develop a preliminary composite measure of discretionary energy, the DE Index and (3) investigate the relationship of DE with company-level organizational financial measures. This study is an early step in building our understanding of the necessary organizational and people conditions to release discretionary energy that is linked to business performance of companies. Preliminary findings based on this exploratory, conceptual study rendered support for a three-factor model of discretionary energy. The composite DE index constructed based on this study, and its positive relationship with several financial indicators (e.g. Achieving sustainable organizational effectiveness and performance is the ultimate purpose of many organizations. Human resource development (HRD) professionals are increasingly being called upon to support the development of strategies that facilitate employee engagement in the workplace (Macey & Schneider, 2008). The aim of this study was threefold: (1) to provide a preliminary test of the conceptual framework defining the conditions of Discretionary Energy (DE), (2) to develop a preliminary composite measure of discretionary energy, the DE Index and (3) investigate the relationship of DE with company-level organizational financial measures. This study is an early step in building our understanding of the necessary organizational and people conditions to release discretionary energy that is linked to business performance of companies. Preliminary findings based on this exploratory, conceptual study rendered support for a three-factor model of discretionary energy. The composite DE index constructed based on this study, and its positive relationship with several financial indicators (e.g. EBITDA Margin, ROA) suggest that the DE index has broad practical implications for human resource and organizational development.

Human Resource Development for Racial/Ethnic Diversity: Do School Systems Value Teachers of Color?

The ProblemThe small representation of Teachers of Color in comparison with their White counterparts continues to trouble the teaching profession. Since Teachers of Color often have a vital impact on student engagement and academic outcomes, there is a pressing need to identify policies and practices that increase recruitment and retention.The SolutionGiven the current state of racial/ethnic teacher diversity in the United States, human resource development scholarship can be informative for addressing teacher retention. The Diversity Intelligence (DQ) and People as Technology (PT) Conceptual Model, as human resource development conceptual tools, are useful for understanding ways to support the academic and professional growth of Teachers of Color. These models are positioned to advance educational leaders’ and human resource professionals’ understandings of the ways in which the education field works to increase the number of Teachers of Color who enter and remain in the profession.The StakeholdersSchool leaders, policymakers, human resource development professionals and researchers, and reformers can better understand how school systems value (or do not value) Teachers of Color.

Transculturalized Diversity and Inclusion Model: A New Framework for Disabilities

The Problem After 30+ years of debating the best model for disability, there is a need for a new framework. As the medical model of disability seeks a cure and the social model points to the environment, neither model is without its flaws. Human resource development (HRD) professionals and practitioners are in a position to craft a model that reflects the experiences of people with disabilities. This new model will strengthen HRD’s importance in the field and its impact on other disciplines. The Solution This article offers consideration to be given for a new model for disability that addresses the complexities of cultural boundaries, gives value to the experiences of people with disabilities, and changes language in how disabilities are described. Using the results of the literature review, a path to the Transculturalized Diversity and Inclusion Model lays the groundwork for further research. This article accesses the perceptions of people with disabilities regarding both models, incorporates the strategies used by HRD scholars and researchers for improving value in a growing population of disabled people, and synthesizes a platform for future discussion and development of the Transculturalized Diversity and Inclusion Model. The Stakeholders HRD practitioners, especially those serving populations with disabilities, will benefit greatly from a new model and perspective provided by the Transculturalized Diversity and Inclusion Model. HRD scholars likewise will be provided with a new framework for conducting research on people with disabilities in the workplace.

Toward Understanding The Role Of Web 2.0 Technology In Self-Directed Learning And Job Performance

This paper serves as an exploration and thick description of job performance outcomes based upon the manner in which self-directed learning activities of employees are conducted, mediated by the use of Web 2.0 technologies in organizational settings. It provides a collective view of the role that Web 2.0 technology plays in self-directed workplace learning and job performance outcomes to benefit employees, organizations, and human resource development professionals. To expand further the knowledge base of adult learning and self-directed learning activities, this paper places its focus on the role of Web 2.0 technology in adult learners’ engagement in self-directed learning. Part of the discussion focuses on learners’ preferences in relation to the emergence of Web 2.0 technology. This discussion of learner preferences explores learning environments that participants engaged in and the motivation behind their engagement. This paper contributes to the field of human resource development by providing a new lens that views the role of Web 2.0 technology in self-directed learning and job performance within an organizational setting, thereby enabling its integration into a blended-learning site. A practical application resulting from this paper is to provide insight to human resource development professionals into best practices and recommendations for the adoption and application of Web 2.0 technology.

Conclusion: Diversity Intelligence as a Core of Diversity Training and Leadership Development

Problem: Leadership development is a core part of training, education, and career management strategies in organizations. Yet, leaders are not translating what they learn about protected class employees during leadership development initiatives back to the workplace. Solution: Diversity intelligence should be added to organizational diversity and leadership development training and education initiatives. With DQ as a core of the training and education initiatives, leaders may acquire the needed ability to translate what they learn to actual practice. A conceptual model for DQ as a core of leadership development and typology of leaders with low and high DQ are provided. They will be able to better lead their protected class followers because they will know who they are and how to enhance their performance. Stakeholders: Workplace leaders, diversity trainers, educators, and career management professionals are provided ideas for enhancing their diversity improvement efforts. Implications for Human Resource Development professionals and researchers are also offered.

Diversity Intelligence as a Source of Strength in Human Resource Development: Increasing the Presence of Women Pilots

The Problem Although more women have been entering the workforce in the past few decades, this progress has not readily been seen in the field of aviation. Indeed, of all current U.S. corporate and commercial pilots, women only account for 6%. Through a diversity intelligence (DQ) perspective, the authors explore the experiences of women pilots to identify ways of increasing female representation in male-dominated fields in general and in aviation in particular. Via a phenomenological qualitative research approach, a total of 33 female pilots were surveyed and an additional 20 participated in a one-on-one interview. NVivo qualitative data analysis software was used, employing an inductive constant comparative method to develop categories. The Solution Results indicate that female pilots face significant gender-related roadblocks to their careers. Human Resource Development (HRD) practitioners can help organizations increase DQ to recruit and retain women in nontraditional occupations and industries. Increasing DQ would create a more welcoming environment for both women and minorities. It would also address cultural and organizational issues such as tacit and subtle discrimination, increase the presence of role models, provide support systems, and assist with cultural change to eliminate the good old boy mentality. The Stakeholders Industry leaders, women, and HRD professionals.

The Diversity Intelligent Servant Leader: Developing Leaders to Meet the Needs of a Diverse Workforce

The Problem The ability of organizations to realize diversity remains problematic. To meet the needs of the modern workforce, new diversity and leadership approaches are required. The Solution Diversity intelligence, a promising new human resource development (HRD) tool, leads to enhanced inclusion and equitable treatment in the workplace. Several propositions herein advance that diversity intelligence is an antecedent to the compassionate love servant leadership model. The author describes the potential value diversity intelligent servant leaders provide to society, organizations, leaders, and especially employees with protected class status. This article addresses the implications of the propositions to theory and explores the intersection of servant leadership and diversity and inclusion research streams, practice describes how organizations and HRD professionals can benefit from and implement these arguments, and social impact discusses the benefits society can accrue when all organizational members are engaged, productive and valued. The Stakeholders This article benefits organizations, leaders, employees, and HRD professionals as well as leadership and diversity and inclusion scholars and practitioners.

Exploring Leaders’ Discriminatory, Passive-Aggressive Behavior Toward Protected Class Employees using Diversity Intelligence

The ProblemAs there is diversity in many workplaces, diversity intelligence (DQ) needs to be integrated alongside intellectual, emotional, and cultural intelligences to be effective. DQ requires leaders to have knowledge to understand protected class employees and the legal mandates and executive orders established to protect those employees from discriminatory practices at work. Irrespective of the billions of dollars invested in diversity or antidiscriminatory practices training, many protected class workers remain underutilized or marginalized due to leaders’ unfamiliarity with these groups of workers and/or incompetence to harness their talents to achieve organizational goals. DQ deficiencies trigger some leaders to apply passive-aggressive behaviors as a coping mechanism. These passive-aggressive behaviors can lead to a toxic and hostile work environment as evidenced through high attrition, unrealized productivity, feelings of frustration, fear, disappointment, resentment, among other adverse responses from both leaders and employees.The SolutionTo efficiently and effectively integrate protected class employees to contribute at their optimum levels, leaders need to possess DQ. Leaders in this study need to be educated or reeducated so that they understand who protected class employees are in the workplace.The StakeholdersImplications for human resource development professionals and researchers are offered. Opportunities for workplace leaders and protected class employees are presented.

Diversity Branding Strategy: Concealing Implicit Stereotypes and Biased Behaviors

The ProblemFrom a business perspective, the expression valuing diversity is commonly used as a branding strategy to enhance an organization’s competitive advantage. The problem with diversity branding is its potential to decenter biased behaviors that could actually conceal the detrimental effects of unfair treatment under the banner of valuing difference. Presenting diversity as a utopian state without an ethical and moral concern for the people it represents is a misnomer and is in itself a misrepresentation of value. This article will argue for a more holistic philosophy of diversity that is concerned with the value of people as well as the value diversity brings to an organization’s financial success.The SolutionSocially responsible leadership and the action efforts of those seated at the strategic planning table are key to reframing a more holistic philosophy for valuing diversity. Human resource development (HRD) professionals are strategically positioned in multiple roles within the organization to participate in matters of diversity and bringing about social change. Diversity intelligence will be discussed as an emerging model for guiding leaders and decision makers toward upholding an antidiscrimination commitment through the integration of business and social justice perspectives of valuing diversity.The StakeholdersHRD researchers, practitioners, and educators who are committed to social justice outcomes for marginalized groups in the workplace; and organizational leaders responsible for developing and implementing diversity strategy.

Exploring the Relationship Between Diversity Intelligence, Emotional Intelligence, and Executive Coaching to Enhance Leader Development Practices

The Problem Leadership development is one of the most pressing issues for human resource practitioners within organizations. Recently, coaching to enhance emotional intelligence (EQ) has become a major focal area for human resource and leadership development. The concept of EQ has received overwhelming research and practical support, suggesting that it, more so than technical skills or cognitive ability, is the key determinant of success in leaders. However, EQ alone may not help leaders in creating an inclusive work environment and proactively recruiting and developing diverse employees. The Solution Diversity intelligence (DQ), recently introduced by Hughes, is another important skill that has significant impact on the interpersonal relationships at work. The current article seeks to integrate the concepts of EQ and DQ with a practical and strategic approach for human resource development professionals. A theoretical review, qualitative examination, and practical application of the main models of EQ with a focus on how specific components of these models can be utilized in coaching for increased DQ is presented. Using concepts of executive coaching and general principles of leadership development, the current study examines which facets, or dimensions, of EQ should be highlighted and developed to increase DQ. The Stakeholders In addition to identifying which facets of each EQ model are essential for DQ, practical applications for human resource development practitioners and leaders are presented.

The measurement model of performance determinants

PurposeThe study aims to investigate the measurement model of four constructs, namely, spirituality at the workplace (SP), Islamic spirituality (ISP), organizational commitment (OC) and organizational citizenship behaviours (OCB). The study aims to contribute new knowledge to the existing literature whereby performance determinants comprising these constructs, serve to improve employee well-being which ultimately improves organizational performance.Design/methodology/approachUsing disproportionate stratified random sampling, the survey data used for this empirical research were drawn from 482 employees working in takaful agencies in Malaysia. After yielding an instrument to measure SP, ISP, OCB and OC, principal component analysis (PCA) using SPSS and confirmatory factor analysis (CFA) using AMOS were carried out.FindingsGood fit indices from CFA revealed that OC is explained by three variables, namely, normative, continuance and affective; SP is also explained by three variables comprising alignment with organizational values (AWOV), sense of community (SC) and meaningful work (MW); ISP is explained by three variables comprising belief, forgiveness and remembrance of Allah; and finally, OCB is explained by civic virtue, conscientiousness and altruism. The findings of this study will enable Islamic insurance companies to understand the importance of spirituality and Islamic spirituality on well-being and will further improve their function and performance by way of enhancing employees’ spirituality in the workplace. Moreover, Human Resource development professionals, organizational managers and government authorities may use the findings of this study to justify their efforts in designing appropriate learning and performance improvement interventions so that OC, OCB, IS and ISP among non-Muslim and Muslim employees can be monitored and further enhanced.Originality/valueThis study raises awareness on the importance of four critical constructs that can be used by corporate organizations, NGOs and other institutions, to justify their efforts in performance improvement interventions.

Gender-segregated labour spaces and social capital – does context matter?

PurposeThis research aims to explore the role of social capital and specifically networks in role, and career development for women within two very distinct gender-segregated contexts of the labour market, namely, investment management and human resource management (HRM).Design/methodology/approachThis research is qualitative in nature, underpinned by an interpretivist philosophical stance. Thematic analysis is used to analyse the findings from 32 in-depth interviews with HR and investment management managers.FindingsThe findings advance our understanding of social capital and its development as a social process, which differs according to labour market contexts. The results indicate divergence among participants regarding how they access networks as well as the perceived role and benefits of networking and social capital accumulation in their career and personal development.Practical implicationsFor human resource development (HRD) practitioners, there are implications in relation to the need to tailor development and support structures cognisant of the occupational context. Specifically, the findings of this study indicate the acute need to support network access for those “outsider” women in male-dominated spaces. A need to enhance awareness of the benefits of networks to both organisations and employees across the labour market is warranted. For organisations, networks underlie social capital accumulation, which in turn increases efficiency and generates business solutions. For the employee, networks are an important self-development and career advancement tool. Such connections need to be supported and developed. Within patriarchal spaces particularly, HRD professionals need to provide support to women in extending their networks both within and outside the organisation.Originality/valueThis research makes an essential contribution to the literature by examining the influence of context in the development of social capital within two polarized labour market locations. The findings highlight the difficulties women face when developing social capital in investment management in contrast to the relative ease, which HRM professionals experience. Such findings also bring to light the essential role of HRD professionals as advocates for change in such contexts.

The Psychology of Diversity Resistance and Integration

Diversity resistance is the dynamic interplay of individual and collective behaviors, with individual resistance rooted in unconscious motivation and organizational resistance rooted in the collective behavior of individuals. The purpose of this article is to enrich understanding of the forms of diversity resistance and introduce literature which may help move individuals and organizations to more equitable and integrative norms. We present a continuum of diversity resistance and integration in organizations to help human resource development (HRD) researchers and professionals consider how resistance to diversity can be reduced in leading to the full integration of employees. The continuum consists of (a) Resistance, (b) Discrimination Prevention, (c) Access and Legitimacy, (d) Inclusion, and (e) Integration and Learning. A psychological perspective is presented on resistance for HRD professionals helping leaders to facilitate diversity-related change.

Human resource development in balance: revisiting the purpose of HRD and ethical perspectives

The purpose of human resource development (HRD) is to promote both individual and organisational development. However, critical scholars have voiced concerns that the dominant approach to HRD is skewed to favour performance-oriented organisational development. The debate as to whether HRD should prioritise organisations or individuals leads to the subsequent question about ethical perspectives of HRD, particularly between deontology and teleology. This study: 1) looks into contrasting yet complementary views surrounding HRD (i.e., person-centred and production-centred approach, deontology and teleology); 2) proposes conceptual frameworks to help with balanced HRD decision-making; 3) suggests implications for practice and research. This study concludes with the argument that HRD professionals should demonstrate leadership by doing the right things and ultimately help to ensure the continued progress and contribution of HRD.

‘An opportunity for other men and a threat to other women’: workplace harassment at the intersection of marital status and gender in Sri Lanka

ABSTRACTThe aim of this exploratory study is to identify the ways divorced women experience workplace harassment at the intersection of marital status and gender in an Asian context, using the theory of intersectionality. Employing qualitative research approach, in-depth interviews with 12 divorced women were carried out. Results indicated the ways in which the participants get caught between ideological norms and beliefs about marriage and women that trigger distinct forms of harassment such as sexual harassment (sexual propositions and unpleasant flirtation), mistreatment (rumour-mongering, unsolicited/derogatory remarks, and ostracization/social exclusion), and discriminatory treatment (denial of promotions and positions as well as dismissal of achievements). Mostly subtle and at times blatant, the interplay of power dynamics, female misogyny, and intra-gender competition arising out of societal structures and deeply entrenched beliefs about women and marriage are seen as the basis for the manifestation of these forms of harassment. These findings advance the understanding of harassment, divorced women, and intersectionality, while also highlighting important implications for Human Resource Development professionals in addressing this grave issue at work.