Implications For HRD Practice Research Articles

Implications for Practice: How to Write a Meaningful Contribution

Problem There is a continued, well documented disconnect between HRD scholars and practitioners. Specifically, the ‘Implications for HRD Practice’ section in academic articles is often lacking in relevance and meaning. This is harmful for both academia and practice, but especially for the well-being of learners. Solution This essay focusses on how to write a meaningful ‘Implications for HRD Practice’ section and suggests five areas to consider: why writing for practice is important; understand who practice is; relate to practitioners’ knowledge; provide evidence-based suggestions and finally, connect with practice. Stakeholders HRD scholars who are committed to write for, and connect with, practice.

How do HRD professionals and business managers interact in organizing HRD activities?

AbstractHuman resource development (HRD) has traditionally been seen as the main driver behind people‐centered developmental activities such as learning and development, organization development, and career development. However, the role of HRD professionals as the main stakeholder has been questioned as more and more people‐centered development activities have been integrated into a broad range of leadership and supervisory roles within the organization. The question arises: How do HRD professionals and business managers interact in organizing HRD activities? Building on structure and actor theories as a theoretical foundation, the study combines deductive and inductive data analysis of semi‐structured interviews to review the roles of HRD professionals and business managers involved in organizing HRD activities in six different organizations in the USA. Our findings show that while training does not appear in any of the HR‐related job titles, the term “training” is more common in business managers' titles describing their link to HRD activities. When organizing those activities, HRD professionals and business managers engage extensively in emergent partnering structures. While some HRD professionals are the main actors in some learning networks, business managers drive HRD activities in others. We discuss the commingling of actors and its impact on the learning network. The paper closes with a discussion of research limitations, future research, and implications for HRD practice.

Implications for HRD Practice and Impact in the COVID-19 Era

Implications for HRD Practice and Impact in the COVID-19 Era

An Analysis on the Subjectivity of Feminine Leadership from the Context of Corporate IT Service

이 연구의 목적은 기업 조직 맥락에서 여성 관리자의 여성적 리더십에 대한 주관적 인식을 분석하고 조직 내 여성 관리자를 대상으로 하는 인적자원개발 실천에 대한 시사점을 도출하는 데에 있다. 연구 목적 달성을 위해 국내 IT 서비스 부문 대기업 A사의 직원 18명을 대상으로 여성 관리자 리더십에 대한 주관적 인식을 분석하였다. 주관성 분석을 위해 Q방법론을 활용해 분석한 결과 여성 관리자 리더십에 대한 네 가지 관점을 도출하였다. 유형1은 ‘조직문화 변화 주도형’으로 여성 관리자의 능력을 인정하며 고유한 특성을 보유한 여성 관리자가 남성 중심의 조직에 변화를 주도할 수 있는 가능성에 주목하였다. 유형2는 ‘대안적 리더십 추구형’으로 여성 관리자가 직면한 리더십 장벽에 주목하면서도 남성 관리자 중심으로 정의된 리더십과는 다른 여성적 리더십의 존재와 의의를 중요하게 인식하였다. 유형3은 ‘리더십 장벽 극복형’으로 여성 관리자가 직면한 리더십 장벽에 주목하면서 현재 조직의 여성 관리자들의 리더로서의 능력을 신뢰하는 것을 강조하였다. 유형4는 ‘남성 중심 조직 적응형’으로 여성 관리자의 남성 중심 조직 운영에 대한 적응을 지지하였다. 유형별 특성과 유형 간 차별성에 대한 검토 결과에 비추어 봤을 때, 조직 내 인적자원개발 실천은 기업 조직 여성 관리자들이 자신만의 고유한 리더십의 의미를 구체화하고 이를 실행할 수 있도록 조직을 변화시키는 역할에 주목할 필요가 있다. 아울러 향후 조직 내 여성 관리자에 대한 리더십 프로그램에서는 남성성과 여성성의 공존을 지향하는 젠더 중립적 접근을 강화해야 할 것이다.The purpose of this study was to analyze the subjectivity of feminine leadership from the corporate context and to draw upon implications for HRD practice. Considering the purpose of the study, Q methodology was used to analyze 18 employees’ Q sorts as the viewpoints on feminine leadership from a Korean IT(Information Technology) company. Four types of people’s points of view on feminine leadership in corporate contexts emerged from this study. Type 1 indicated ‘leading changes for organizational culture’, which acknowledged the female leaders’ capability and expected them to drive organizational change from male-centered organizations. Type 2 represented ‘pursuing alternative leadership’. It focused on the presence and significance of feminine leadership while acknowledging the leadership barriers of female managers. Type 3 focused on ‘overcoming leadership barriers’. Participants in this type paid attention to leadership barriers of female leaders, but at the same time, they trusted the female managers’ ability as leaders in their corporation. Type 4 represented ‘accommodating with male-centered organizations’, which advocated for female managers to adapt themselves to male-centered managerial practices. In conclusion, HRD in organizations needs to assist female managers in the corporate sector to specify their genuine leadership role and to take the lead of organizational change for enacting feminine leadership. In addition, HRD interventions such as leadership programs and workshops may be extended to strengthen the gender-neutral approach toward co-existing masculinity and femininity.

New employee orientation: cases of Korean corporations

Despite its effectiveness in socialization and development, new employee orientation (NEO) as a stand-alone training intervention has rarely been a topic of interest in the academic world. The purpose of this study was to examine the NEO programmes for university graduates in Korean corporations. Through an extensive review of NEO-related materials in 10 large Korean corporations, the designs and contents of Korean NEOs were analysed. As a result, all investigated corporations were found to use most of the institutionalized socialization tactics: formal, collective, fixed, sequential, and serial. The contents of the NEOs mainly focused on the synergism and integration roles. The embedded national culture and organizational contexts in Korean corporations were explored to explain the practices of the NEOs. Implications for HRD practice and research were suggested.

A Conceptual Model for Developing Mindsets for Strategic Insight Under Conditions of Complexity and High Uncertainty

This article addresses an important, yet often underattended to, aspect of the strategy development process: fostering the use of strategic learning practices in the simultaneous practice of developing strategy and cultivating strategic mindset awareness. The need for addressing this aspect of the strategy development process is increasingly important because of the intensifying complexity of the task environment. Following a framing of this context in terms of a complex adaptive systems perspective, a conceptual model for addressing this strategic HRD challenge is presented. The model is based on two distinct, yet in terms of potential implications for HRD practice, interconnected streams of literature: strategic learning practices, and adult development theory (specifically, constructive developmental theory and developmental action inquiry). The implications for HRD practices seeking to address this need, along with implications for future research, are also discussed.

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.

Permanently ‘in process’: the intersection of migration, work identity and the reality of human resource development in the South African context

This article explores the experiences of skilled Zimbabweans who migrate, only to experience de-skilling upon securing employment in South Africa (SA). This is due to various factors such as insufficient bridging social capital and xenophobia and is exacerbated by the inability of the Human Resource Development Strategy for South Africa (HRD-SA) to cater for their employment needs. The article is based on qualitative research conducted within a phenomenological paradigm with Zimbabwean migrant women residing in Port Elizabeth, SA. The Zimbabwean context is discussed, as well as the mixed migration methods utilized and the subsequent negative effect that deskilling and under-employment have on the self-identity. It is argued that work constitutes an important signifier of identity, yet the HRD-SA and practice excludes migrants from achieving their potential, thus resulting in brain waste and downward status mobility. In the final section implications for HRD practice are discussed and recommendations made.

The Developmental Relationships of Women Leaders in Career Transition: Implications for Leader Development

The problem and the solution. Developmental relationships are distinct in that they serve as a source of leader development that spans organizational boundaries. These relationships are potentially more critical for women leaders due to their limited access to informal networks in the organizational context.This article explores the alignment between the essential attributes that emerged from women leaders' descriptions of their developmental relationships during career transition and the functions of developmental relationships identified as important for leader development. The analysis indicated that developmental relationships provide similar functions for women leaders during career transition as they do for leader development, supporting the notion that developmental relationships during career transition serve as an ongoing vehicle for leader development. However, three predominantly intraorganizational leader development functions were not consistently evident in these women's descriptions. Additionally, there was increased emphasis on the support element of developmental relationships during career transition. Implications for HRD practice and research are proposed.

Strategy, core competencies and human resource development

HRD's traditional approach to competency focuses on superior individual performance. The concept of a core competency in the strategic literature, as reviewed here, considers it as an organizational capability that provides sustained competitive advantage. That model is examined and implications for HRD practice noted.

Supplier diversity: A missing link in human resource development

AbstractBy examining supplier diversity programs and comparing their components with the role of the diversity practitioners, we highlight the important role that diversity practitioners can have in supplier diversity programs. In reviewing the U.S. auto industry and its successful supplier diversity model, our findings suggest that diversity practitioners have a real opportunity to expand their existing roles as strategist, educator, and researcher. We explore the aforementioned and offer conclusions and implications for HRD practice.

An examination of learning transfer system characteristics across organizational settings

AbstractNo previous research in the United States has compared and contrasted learning transfer systems across organizations and training types, primarily because no standard instruments were used in previous research. This study, based on a subset of responses in the Learning Transfer System Inventory response database, is the first to conduct such a comparison. Using a subset of 1,099 respondents, transfer systems are compared across three organization types, eight organizations, and nine types of training. MANOVA and univariate ANOVA were used to compare transfer systems. The results suggest that transfer systems differ across organizational types, organizations, and training types. Implications for HRD practice and future research directions are discussed.

The right relationship is everything: Linking personality preferences to managerial behaviors

Individual differences and personality factors have reemerged as some of the more important research topics in the applied organizational sciences. With the increasing prevalence of executive coaching and the use of personality assessments, more research needs to be done on the impact of personality variables on managerial behaviors in the workplace. The following study provides an applied analysis of personality preferences and behavioral ratings collected for a developmental multirater feedback intervention based on 343 senior managers and others in a research-driven global health services organization. Results revealed modest personality-behavior relationships, many of which were consistent with Myers-Briggs Type Indicator theory and research; differences by observer perspective were also evident. Implications for HRD practice are discussed. © 2000 by Jossey-Bass, A Publishing Unit of John Wiley & Sons, Inc.

New employee development: A review and reconceptualization

AbstractThe purpose of this article is to reconceptualize new employee development by. proposing a comprehensive taxonomy of the learning tasks that a new employee must complete (and that organizations should facilitate) to achieve desired levels of performance. For more effective development, the systems approach developed here integrates socialization learning with task learning in three categories of interventions. The socialization research most relevant to HRD and serving as a basis for part of the taxonomy is reviewed in depth. The taxonomy should enable HRD professionals to diagnose new employee adaptation and socialization problems, design interventions to facilitate more effective new employee development, and evaluate intervention outcomes. Implications for HRD practice and research are discussed, focusing on the design of new interventions to facilitate comprehensive development.