Human Resource Development Theory Research Articles

Human Agency and HRD

The Problem Human resource development (HRD) research and theories often do not adequately capture the holistic and self-directed nature of human beings at work. Likewise, HRD practice can fall short when applying an instrumental stance toward individuals as resources instead of building on the innate strengths and intrinsic areas of interest. The Solution The concept of human agency is explored in this article in contrast to narrow and instrumental understandings of the person to propose an ethically and pragmatically more adequate notion for HRD research and practice. Exploring essential elements of human and moral agency affords a view of how individuals might understand themselves in the context of work and opens up the opportunity to build HRD theory and practice based on a holistic understanding of persons. The Stakeholders This article has relevance for future practitioners and researchers in university-based HRD programs, for HRD scholars seeking to advance the art and science of the field, and for HRD managers and professionals responsible for the learning and education system and processes in organizations and other work settings.

A Scholar-Practitioner Case Approach

The Problem Though there is growing interest in the nature of scholarly practice in Human Resource Development (HRD) there is little understanding of how the everyday activities of HRD practitioners are mediated by HRD theories and research. The Solution This preface provides the framework for this special issue on HRD scholar-practitioners. Each article in this issue, with the exception of the final article by Lombardozzi, presents a real-world case on how HRD scholar-practitioners used HRD theory and research to navigate an intractable problem in their practice. This issue explores the wide and varying ways in which scholar-practitioners approach their work, how research and theory were both applied and extended in practice, and the implications for HRD theory, research, and practice. The Stakeholders HRD scholars, researchers, and practitioners who are members of the Academy of Human Resource Development (AHRD), as well managers, educators, and higher education administrators who have a stake in effective organizations may gain insight into the nature of HRD scholarly practice and the role of the HRD scholar-practitioner.

Toward a framework for comparative HRD research

Purpose – This paper seeks to address the recent challenges in the international human resource development (HRD) research and the related methodological strategy.Design/methodology/approach – This inquiry is based on a survey of literatures and integrates various comparative research strategies adopted in other major social science disciplines.Findings – Based on comparative strategies found in other disciplines, the authors propose a framework to advance comparative HRD research and theory development.Research limitations/implications – The proposed framework emphasizes methodological consistency in HRD research and improving the relevance and rigor in theory development. It also highlights the required qualities of comparative researchers.Originality/value – This is an initial effort in analyzing the emerging comparative HRD literature for an alternative framework to advance methodological research on HRD theory building.

Human Trafficking

The Problem. This article addresses the global problem of human trafficking and provides an exploratory analysis of the need for, and possible approaches to, integrating the principles of Human Resource Development (HRD) to support a solution. The Solution. The solution focuses on the integration of HRD practices in the prevention of human trafficking. The origin of human trafficking, the history of its existence, definitions, and legislative discourse are reviewed. More precisely, the notion of National HRD (NHRD) and the connection to community development is explored within the context of the human trafficking phenomenon. The Stakeholders. The key stakeholders this article seeks to inform are service providers, nongovernmental organizations, community development and HRD practitioners, and first responders. Implications for HRD practice, theory and research, as well as recommendations for future research conclude this article.

Capacity Building for Societal Development

The Problem. Traditionally, the core of human resource development (HRD) has focused on corporate settings and emerged primarily in the United States. The Solution. As the concept has evolved and moved around the world in response to factors supporting globalization, and as academics and practitioners have argued about its definition, HRD has begun to be applied much more broadly, including with geographically dispersed communities and nations. This article presents case studies in which HRD principles and theories have been used for societal development—the general improvement of the welfare of people usually outside of the workplace, primarily in communities. At least one of the coauthors, and usually two or more, have been either involved in or reported on all of the cases included. The Stakeholders. It is critical for HRD academics and practitioners to understand this evolving, broad-based perspective of HRD and participate in its practice, theory development, and research.

Societal Development Through Human Resource Development

The Problem. Recently, human resource development (HRD) scholars and practitioners have reported the usefulness and effectiveness of an HRD framework to address emerging problems and issues to bring about meaningful and lasting change for the public good at multiple levels. However, basic expectations inherent in traditional HRD theory and practice that pursue organizational interests often do not fit numerous projects and programs designed for community development, nation building, or international development. The Solution. To understand the use of HRD for the purpose of societal development (SD), this article presents typical contextual characteristics of HRD in a community, a nation, and the world, along with the key change agents, such as governments, nongovernmental organizations (NGOs), and international agencies. The Stakeholders. This article is addressed to the many HRD practitioners who work for SD without broader scope of theoretical background by providing principles, concepts, and methods that are currently used or have potential for advancing the practice.

Historical Antecedents as Precedents for Nanotechnology Vocational Education Training and Workforce Development

In an attempt to inform how to approach nanotechnology vocational education training (nanoVET), this article briefly discusses the history of the development of vocational education training (VET) in the United States during the past century. The history of nanotechnology development and the current advances in this emerging field are discussed in the context of workforce development and the challenges it poses to human resource development (HRD) professionals. Concerned with the lack of educators and educational policy experts in the dialogue on nanotechnology and the need for multi-, trans-, and inter-disciplinary employability skills curricula for nanotechnology, this article argues for a different approach to VET that endorses the democratic ideals proposed by Dewey, in preparing students for challenges in nanotechnology careers. The article argues that the multi-, trans-, and inter-disciplinary nature of nanotechnology require that nanoVET should be guided by history and be modeled within the comprehensive democratic approach advanced by Dewey. The article concludes with a discussion on the implications for HRD practice, research, and theory.

Three Approaches to Multilevel Theory Building

Human resource development (HRD) is a dynamic field requiring multilevel considerations in the use and development of theory and theory-building approaches. Despite considerable support in HRD literature for systems and multilevel perspectives, commonly featured general theory-building models do not overtly include or integrate related considerations. It is has been argued by scholars that failures to address inherent levels across HRD have led to reductionism and a micro—macro divide that is, in the long run, an ineffective dichotomy leading to a focus on either large system or individual issues in HRD. Theorizing holistically about multiple levels concurrently has been advocated by HRD scholars as a realistic approach to the naturalistic work environment. Three multilevel theory-building frameworks are introduced, explored, and critiqued as important developments for HRD. Recommendations for advancing HRD theory building based on the aforementioned multilevel theory-building examination are outlined.

Making the case for ongoing and interactive organizational ethics training

This essay discusses the importance of ongoing and interactive ethics training within the scope of human resource development (HRD) practice. Furthermore, the essay adds to the discourse that relates HRD practice and theory involving ethics training.

Foundations of Human-resource Development (2nd ed.)

- By the preeminent scholars in the field of HRD - The only comprehensive treatment of HRD theory and practice available - Written to be useful to established HRD professionals, beginners in the field, researchers, and students In Foundations of Human Resource Development, the leading scholars in the field present the essential guidebook for the human resource development (HRD) profession. Drawing on an extensive, rigorous knowledge base, Swanson and Holton bring together-for the first time in a single volume-the foundational materials of the profession. Their work is supplemented with contributions from Richard W. Herling, Sharon S. Naquin, Wendy E. A. Ruona, Richard J. Torraco, and Karen E. Watkins. Written to be useful for both experts and novices, this new book provides a much-needed, up-to-date overview of the state of the profession as well as the terminology and processes required for sound HRD practice and study. - Foundations of Human Resource Development: - Establishes the contribution of HRD to contemporary organizations - Presents the profession's essential theoretical foundations - Charts basic HRD models and processes - Furnishes a historical timeline of HRD events and key contributors - Demonstrates the connection between learning and performance - Presents the essence of personnel training and development - Presents the essence of organization development - Offers study questions for each chapter - Guides readers to the core literature of the HRD profession - Presents and unifies rival views of HRD.

A model for leveraging social learning technologies in corporate environments

How are you leveraging your social learning technologies to engage your employees? This research-in-progress paper will provide a model to assist in determining how social learning technologies in the workplace can be leveraged to engage, build relationships, and enhance the learning of individuals in corporate environments. An exploration of how trust and human resource development theories can contribute to the development of social capital in organizations and the web technologies that bind them frames this model. Two concurrent case studies in Canada and in the Netherlands are currently being conducted to identify the viability of this model in the workplace.

Emotional Intelligence, Leadership Style, and Perceived Leadership Effectiveness

Effective leadership is critical for today’s rapidly changing organizations. Emotional intelligence has been identified by some as that crucial element needed for this effective leadership. Although the research is growing, there still remains a gap on the relationships that exist between emotional intelligence and leadership. The study outlined in this article explored the relationships between emotional intelligence, leadership style, and leadership effectiveness. One hundred fifty-one managers completed the MSCEIT, an ability-measuring instrument of emotional intelligence. Those managers’ direct reports were asked to complete the MLQ5x, on their perceptions of their managers’ leadership style and leadership effectiveness. The results showed that there are no relationships between a manager’s emotional intelligence and leadership style or the leader’s perceived effectiveness. Implications for human resource development theory and practice are discussed.

Internal Versus External Control of Reinforcement: A Review of the Locus of Control Construct

One aspect of personality, perceptions of internal versus external control of reinforcement, shifts under conditions of change.This review of the literature examines the relationship between planned organizational change and locus of control. The review includes literature from the disciplines of clinical and social psychology, adult development, education and learning theory, business and management, and human resource development (HRD). The discussion closes with implications for HRD theory building, research, and practice.

Postmodernism and HRD Theory: Current Status and Prospects

With posttraditionalism and postmodern frames of reference firmly established in social theory and many of the applied social sciences, including management, the question of the role of postmodernism in human resource development (HRD) theory needs to be asked. The purpose of the article is to explicate the contribution of postmodernism to HRD, distinguish posttraditionalism from the recently emerged stream of critical perspectives on HRD, and to argue for the contribution of postmodern readings of HRD theory to better understand the complex landscape of contemporary organizations, employees, and learning and development functions. Starting with a historical analysis of the meaning of the Enlightenment, and various modernist perspectives, the article describes the central tenets of postmodern theory and their implications for the theory and practice of HRD and argue for its important role in broadening and enriching the field of HRD.

A feminist poststructuralist analysis of HRD: why bodies, power and reflexivity matter

A burgeoning amount of scholarship has attempted to unravel critical approaches to investigating human resource development (HRD). There are limited critiques, however, of gender, diversity and the intersections of these deliberations within HRD theorizing. Adopting a feminist poststructuralist approach, this paper advances critical understandings of HRD by challenging epistemological and dominant theorizing in HRD. The author examines what it means when HRD writings are said to be gendered; how the political and processual dynamics of doing HRD can be understood; how the differences for doing gender, doing HRD and embodying HRD can be unravelled; and how feminist modes of inquiry can engender the value of embodied reflexivity. Weaving together literature strands from gender and education, gender and organization, and women's studies and feminist writings, the paper provides a foundational framework for how HRD scholars can re-imagine new knowledge and inject notions of the feminine and difference in HRD writings. The analysis focuses on three interrelated areas and their implications for feminist critique: the importance of examining language and discourse in HRD; the performing body in HRD; and, finally, feminist embodied reflexivity. It is argued that the HRD scholarly community should consider critical modes of inquiry to refresh and renew HRD theory building, specifically that we should examine conceptualizations of the feminine and difference in HRD writings in order to aid transformational practice.

Toward a Human Capital Measurement Methodology

The problem and the solution. Measuring the impact of human capital and investments made in it has been an ongoing challenge for the field of human resource development (HRD).This study reports on an intensively researched, rigorous measurement methodologies designed to address this challenge.This article presents the process by which the methodology was developed, from foundational economic logic to analysis and validation.The resulting Human Capital Capability Scorecard approach allows organizations to comprehensively measure 69 different human capital items and link them to organizational performance.The implications for HRD theory building and related public policy issues are also discussed.

Economic Foundation of Human Resource Development: Advancing the Theory and Practice of the Discipline

The problem and the Solution . Economics theory, together with systems and psychological theories, is considered the core theories integrated to create the foundation for the human resource development discipline. Few human resource development scholars have explored the full potential of the economics and its implications for human resource development theory, research, and practice.This article presents a rationale for focusing on economics and an introduction to selected specific economic theories relevant to human resource development.

Economics and Human Resource Development: A Rejoinder

This article focuses on the areas agreement between two recent and seemingly disparate Human Resource Development Review articles by Wang and Swanson (2008) and McLean, Lynham, Azevedo, Lawrence, and Nafukho (2008). The foundational roles of economics in human resource development theory and practice are highlighted as well as the need for comparative studies. A framework for conducting comparative human resource development policy studies is proposed.

The Role of Human Resource Development Competencies in Facilitating Effective Crisis Communication

The problem and the solution. Effective crisis communication is one of the key components of effective crisis management, and this article describes key human resource development (HRD) competencies that facilitate crisis communication. Research from organization development, crisis management, and crisis communication is used to provide an integrated framework for studying crisis communication that emphasizes the role of HRD in coping with crises. A repertoire of techniques for crisis communication is provided, together with recommendations for companies seeking to enhance their firms' crisis management capacities through communication. Implications for HRD practice, theory, and research are provided.

Leader‐member exchange (LMX) theory of leadership and HRD

PurposeThe purpose of this paper is to examine the relationship between leader‐member exchange (LMX) and human resource development (HRD) to gain a better understanding of the LMX‐performance relationship through connecting LMX and HRD theory.Design/methodology/approachDubin's framework is used for the purpose of linking LMX with HRD. Except that the last three steps (empirical indicators of key terms, hypotheses, testing) involved conducting empirical research, the authors employ steps 1 through 5 to build an HRD‐based LMX model, i.e. the first step specifies that the units of the theory be identified; the second step involves establishing the laws of interaction applicable to the units of the theory. The third and fourth steps define boundaries for an HRD‐based LMX model and suggest propositions for future empirical research. In addition, to lessen the likelihood of some redundancy the system states are included with the laws of interaction.FindingsLMX and HRD (as represented by identified outcomes) theories are linked by at least three key factors: trust, empowerment, and performance. A theoretical model linking LMX and HRD also describes the contributions of trust, empowerment, and performance to LMX theory of leadership with the help of two specific HRD interventions – trust building and empowerment facilitation.Research limitations/implicationsThe confirmation of the theoretical model through empirical research is still required.Practical implicationsIn the aspect of relational performance, this paper proposes a basis for designing and implementing strategic HRD activities and recommends the conceptual model as an intervention technique for organizational change.Originality/valueThis paper illuminates the base of LMX leadership theory and seeks to develop new practical insights of the theory. In so doing, it aims to contribute to reducing the tension between leadership theorists and leadership development practitioners, described as validity versus usefulness.