Human Resource Development Research Research Articles

Holistic Learning Theory and Implications for Human Resource Development

The problem and the solution. The adult learning literature provides a number of concepts and theories of adult learning. No unifying theory of learning has emerged because of the complexity and diversity of the adult learning process. A recently developed holistic theory provides an integrative framework to examine some of the contemporary adult learning theories. Implications for human resource development theory, research, and practice are discussed.

Will human resource development survive?

We, the authors, experience human resource development (HRD) as a paradox. This is a time when HRD appears to be at its strongest in terms of publications and research outputs and when the environment appears right for HRD to demonstrate clear valueadded to key stakeholders. However, in other ways, HRD appears inner directed and without substantial impact: publications seem to preach to the converted; HRD research and, to some degree, practice appear divorced from real-time problems in organizations; HRD professionals see their work being completed by those from other professions; there is limited evidence that HRD has really moved far from the fad-ridden gutters of false short-term training panaceas; and practitioners are still measuring training person-hours rather than the relationship between learning and productivity.

The Issue of International Values and Beliefs: The Debate for a Global HRD Code of Ethics

The problem and the solution. Professional codes of ethics are the foundation for responsible human resource development (HRD) research and practice and can help to define the field of HRD. Such codes institutionalize values, beliefs, and norms of a profession. As commerce and HRD in turn become more global, normative values and beliefs supported by a monocultural professional code of ethics may become problematic and may fail to represent the values, beliefs, and norms of international HRD. This article discusses ethical dilemmas resulting from globalization, offers a rationale for global ethics, debates the pros and cons of establishing an international HRD code of ethics, and suggests a scenario for the future of ethics and integrity in HRD.

The Contribution of Phenomenology to HRD Research

Phenomenology is an interpretive research methodology that has direct application to human resource development (HRD) because it helps explicate the essence of human experience. The authors argue that recognizing phenomenology as an integral methodology for HRD research is essential for the field to have a more complete understanding of the holistic nature and complexity of experiences that are relevant to HRD practice. This article reviews philosophical foundations of phenomenology that translate into a research methodology providing a distinctive contribution to the knowledge base of HRD. The application of research concepts based on the lifeworld perspective is explored with respect to guiding the phenomenological research process, using an illustrative example from one of the authors' research studies. The authors review the current state of phenomenological research in HRD and propose an agenda for future research in the field.

A systems approach to measuring return on investment for HRD interventions

AbstractThis study contributes to the limited methodological literature on HRD program evaluation and measurement. The study explores an interdisciplinary approach for return on investment (ROI) measurement in human resource development (HRD) research and practices. On the basis of a comprehensive review and analysis of relevant studies in economics, industrial‐organizational psychology, financial control, and HRD fields, we developed a systems approach to quantitatively measure ROI for HRD programs. The ROI concept for HRD field was defined, and a theoretical systems framework was developed. The applicability of using statistical and mathematical operations to determine ROI and isolate non‐HRD program impacts is discussed. Application scenarios are presented to demonstrate the utility of the systems approach in real‐world ROI measurement for HRD interventions.

The Planned and Unintended Emotions Generated by a Corporate Change Program

The problem and the solution. Managing emotional behavior as a leverage point for organization change is an increasingly popular concept.This article investigates the implications of the management of emotions through planned corporate change programs. It suggests that the emotions produced by such programs are not always congruent with those desired and invoked by the organizations engaging in such programs, and that the deliberate managing of emotion may instead lead to unintended and unexpected emotions within the participants of such programs.Drawing on data from an in-depth study of one such program,the article comparatively analyses the emotions designed into the program, comparing these with empirical evidence of the emotions displayed by the participants on the program. It finds considerable differences, which it argues are important areas for future human resource development research.

Understanding HRD: a research based approach

This paper essentially explores the theoretical perspectives of Human Resource Development (HRD), by providing an overview of the range of theoretical paradigms, which are applied in both the USA and Europe. This affords a deeper understanding of the academic boundaries and scope of the discipline of HRD. It applies a conceptual framework to a comparative analysis of current research in HRD, facilitating analysis in relation to theoretical stance, empirical contexts and methodological position for a range of specific research projects and the wider research community, as reported in recent literature. The paper concludes by presenting a range of critical reflections on HRD research.

Planned Training on the Job: A Typology

The problem and the solution. What are the different types of planned training on the job? And how do they match with types of intended learning processes? This chapter proposes four models of planned training on the job. Each model is connected to one type of learning process and one corresponding set of roles for trainee and trainer. Types of training objectives and training procedures are discussed per model. Finally, the chapter discusses the implications of the typology for human resource development (HRD) research and practice.

Implications of near and Far Transfer of Training on Structured on-the-Job Training

The problem and the solution. It is commonly believed that because structured on-the-job training (OJT) programs feature a close match between the training and the job, this training approach should only be used in near transfer of training situations. This chapter proposes that structured OJT can be used in both near and far transfer of training. Yet, how to design structured OJT programs to achieve far transfer, especially when the task is relatively unknown, remains an issue for future human resource development (HRD) research and development.

Implications of leader‐member exchange theory and research for human resource development research

AbstractLeader‐member exchange (LMX) theory and research is one approach to studying organizational leadership. It has developed as an alternative to average leadership style (ALS), which attempts to identify a single most effective leadership style. LMX focuses instead on the heterogeneity of dyadic relationships. LMX theory is not yet well enough developed to be a guide to HRD practitioners, but further research in this area could lead to the development of better theory to guide HRD interventions. There are some strengths and many weaknesses in LMX theory and research. Recent research has supported the theory, but research is needed on instrumentation, the impact of LMX quality on organizational outcomes, the ways in which leader‐member relationships develop, and behavioral components affecting the initiation of leader‐member relationships.

Book Reviews

Richard A. Swanson and Elwood F. Holton III, (eds), Human Resource Development Research Handbook. Linking Research and PracticeNathan Body and Howard Erlichman, Personal Psychology, The Science of IndividualityNeil Anderson and Peter Herriot, International Handbook of Selection and Assessment

Actors in the HRD Process

It is generally accepted that the study of human-resource development (HRD) at an organizational level requires an approach that takes account of organizational actors, multiple interests, expectations, and perceptions (Camp, Blanchard, and Husczo, 1986; Harrison, 1997; Stewart and McGoldrick, 1996). While the level of debate within the United Kingdom and Ireland on the nature and meaning of HRD does not compare in volume with that given to HRM, there is a solid body of evidence suggesting that HRD can be construed by different groups of organizational actors in different ways (Lee, 1992; Tsui, 1987). These include strategic, processual, practical, and functional meanings (Goldstein et al., 1989; Hequet, 1996). Because research in this area is rare, commentators have highlighted the need for academic research to further explore these differences in meaning and perceptions (Coopers and Lybrand Associates, 1985; Rothwell and Kazanas, 1991). The dearth of work in this area is partly a result of the failure to recognize the need for such research and partly the result of an observable bias in much of HRD research toward micro models that explain the steps involved in HRD rather than the management of HRD in a wider organizational context. This paper challenges the dominant theoretical approaches adopted

International HRD: What we know and don't know

AbstractInternational considerations are increasingly important variables in business practices today. How is the field of human resource development (HRD) keeping pace with the knowledge needed to manage and develop human resources in an international context? What have we learned since Hansen and Brooks's 1994 review of the literature in this area?This article analyzes the status of the international HRD knowledge and research base. It sets out definitions of HRD and international HRD; presents a theoretical frame, which describes the theory used to analyze the review and its findings; examines findings from HRD‐specific and ‐related cross‐cultural and organizational research to identify the status of what is known; and identifies areas for further research.

Interpersonal insight in organizations: Cognitive models for human resource development

Abstract This article draws on research and theory on social information processing to understand how people learn about themselves and others in organizations. Interpersonal insight stems from four key components of cognition: receiving performance feedback, categorizing the information, attributing cause, and re-evaluating perceptions of oneself and others. The article examines how this process can be applied to self-insight and insight into one-on-one relationships, group dynamics, and negotiations. Implications for research and practice in human resource development are discussed.

Job loss and dislocated workers: Description and opportunities for HRD practice and research

AbstractJob dislocation and job loss are two social issues relevant to the study of human resource development (HRD). This article describes the differing effects of job loss on managers and blue‐collar workers; the responses of governmental agencies, organizations, and unions; the effectiveness of outplacement programs; and opportunities to apply such information to HRD practice and research. According to research on these issues, managers and professionals appear better able to recover from job loss than blue‐collar workers if support to bolster their egos is provided. The Job Training Partnership Act and the Trade Adjustment Assistance Act have created training and employment opportunities as one supportive response. A company's own outplacement program and sources of job‐related information provided by such organizations as the United Auto Workers and the United Mine Workers are other responses. This article discusses the benefits and problems of each type of response. With this background in mind, HRD professionals need to conduct additional research and apply to the workplace some strategic planning models related to job loss and organizational changes, as well as suggest improvements to outplacement programs.

Altering the paradigm for theory building and research in human resource development

AbstractOrganizational life is messy, complex, and characterized by multiple causes and effects. It consists also of routine operations in which predictable cause‐and‐effect relationships prevail. What paradigms (unified perspectives that underlie practice, theory building, and research) are correct for studying organizational life, especially human resource development? Many theorists in HRD and other areas are reevaluating the ways in which they explain phenomena. In effect, the paradigms are shifting. Victoria Marsick explains for HRD professionals the traditional paradigm—logical positivism (better known as behaviorism or stimulus‐response theory)—and alternative paradigms, especially naturalistic inquiry (often illustrated by systems thinking, cybernetics, and the organization described as the brain center). She poses the ultimate question: What is more important for HRD—rigor or relevance? Marsick suggests a focus for HRD on paradigms that place a higher value on the effective interpretation of multiple realities, self‐organizing systems for learning that are linked to performance, and the interconnectivity of a learning, working community. Reality is an evolving plan, despite researchers' programmed attempts at predicting and controlling it.