Human Resource Development Practices Research Articles

Navigating AI Transformation: Human Resource Development Strategies for Corporate Learning

Artificial Intelligence (AI) has revolutionised knowledge work through generative AI like ChatGPT, impacting coordination, creativity, and problem-solving. As AI adoption accelerates, understanding its implications for Human Resource Development (HRD) becomes crucial. This paper introduces a conceptual framework for HRD strategies in AI transformation, addressing the dearth of research in this area. Utilising a case study approach, we distinguish five strategies: Acceleration, Culture-driven Transformation, Data-Driven Agility, Personalized Learning, and Immersive, emotional Learning at the workplace. Each strategy caters to distinct organisational needs. Challenges include balancing rapid upskilling, managing cultural shifts, ensuring data quality, promoting self-directed learning, and implementing immersive technologies. The framework offers insights for organisations navigating AI-induced transformations in HRD practices. Further research and refinement are essential as AI technology evolves.

The effects of supervisory negative feedback and coaching on employees' responses to feedback: The moderating role of mindset

AbstractFeedback is a vital human resource development (HRD) practice, extensively researched and used to regulate employee behavior and performance. However, despite a century of research and immense significance and use, we still do not fully know why some accept feedback while others reject it. Critics blame both providers and recipients, as well as feedback message format, for this failure. In this study, I investigated whether the focus of the supervisory feedback (negative vs. negative and facilitative) could enhance employees' responses to feedback (e.g., acceptance and use). I also examined whether employees' mindset (i.e., fixed vs. growth) would moderate these relationships. I proposed that employee coaching (i.e., negative and facilitative) would be more accepted than negative feedback alone. In addition, I expected a positive moderating role of the growth mindset between supervisory feedback and employees' responses. To test these assumptions, I conducted a laboratory experimental vignette study (N = 69). In line with propositions, employee coaching had a larger effect on the employees' responses to feedback (e.g., feedback acceptance; M = 4.95, SD = 1.24) than negative feedback alone (M = 4.08, SD = 1.35). In addition, simple slope results showed that employee coaching was significantly higher than negative feedback for growth mindset (i.e., +1 SD). Finally, path analysis revealed that the interaction between negative feedback, employee coaching, and mindset yielded the strongest positive effect on employees' responses to feedback. Overall, findings add to and endorse calls for more future‐focused HRD practices during feedback interventions. In addition, for effective feedback, this study calls for HRD practitioners to account for all critical factors involved in feedback exchanges, from provider to recipient and feedback message.

How can we bridge the research-practice gap? Let’s hear from HR practitioners!

ABSTRACT The research-practice gap (the gap) is the discrepancy between research findings and their practical applications. It has long been a critical issue in human resource development (HRD), which aims to enhance organisational performance through workforce learning and development at the individual, team, and organisational levels. In response to the pressing need to transform HRD by bridging the gap between research and practice, we took an approach to hearing from HR practitioners to better understand their perspective of the gap. We examined what workplace challenges HR practitioners face, what resources they use to solve those challenges, and how they perceive academic research in shaping solutions. Collecting data from interviews with 18 HR practitioners and 73 survey responses, we present three key themes: HR practitioners’ workplace challenges, resources for solutions, and perceptions of research. This study contributes to bridging the gap from the perspective of HR practitioners towards the transformation of HRD and provides implications for HRD research and practice.

Octopus HRD: Multidiciplinary Approach to Higher Education Human Resources Development

This study examines human resource development techniques at Raden Rahmat Islamic University in Malang, Indonesia, using a multidisciplinary approach that integrates systems theory, economics, psychology, organizational development, anthropology, sociology, and communication. Employing a qualitative, exploratory descriptive design, data was collected through structured interviews, field observations, and supporting documentation analysis. Informants were selected through purposive and snowball sampling methods, and data was analyzed using an interactive approach, involving data collection, reduction, presentation, and conclusion drawing. Triangulation ensured research validity and reliability. The findings reveal that the university adopts a holistic human resource development strategy, combining various disciplines to enhance employee skills and performance. This approach not only helps the institution achieve its performance goals but also contributes to advancements in human resource development theory and practice

Organizational Culture and Continuing Education and Training

In today’s economies, lifelong learning has emerged as a crucial driver of economic and social development and growth. However, Bulgaria lags behind other European nations in terms of participation in lifelong learning initiatives. This article delves into the factors that influence continuing education. A field study, involving over one hundred Bulgarian enterprises, revealed that organizational culture plays a pivotal role in shaping corporate investment decisions. Companies that prioritize human capital accumulation through strategic human resource development strategies and practices, and view learning as an essential asset tend to exhibit higher levels of both participation and intensity in lifelong learning programs. These findings align with institutional theory according to which organizational culture significantly impacts investments in lifelong learning. Thus, the paper has significant practical implications for policies related to continuing education and training.

Understanding Legitimacy and Social Entrepreneurship - A Structured Literature Review

This structured literature review explores the alignment and potential synergies between human resource development (HRD) and social entrepreneurship within the United States. The study’s guiding questions investigated how social entrepreneurship is characterized in scholarly articles and where HRD research and practice intersect with social entrepreneurship. Based on literature from 2006 to 2021, this study found that social entrepreneurship lacks cognitive legitimacy and is framed as (a) pragmatically legitimate, (b) at both individual and organizational levels, and (c) as a virtuous practice. Building on system theory, the study suggests that social entrepreneurship organizations are adaptive systems, and HRD professionals can support organizational strategies by practicing various processes, including skill development, ethical training, and ensuring personnel alignment with the organization’s social mission. However, research on social entrepreneurship in HRD is rare. The central contribution of this paper is to conceptualize how HRD can contribute to the advancement of social entrepreneurship.

Human resource development practices and job performance of academic staff of Bishop Stuart University

This study examined human resource development practices and their impact on academic staff performance. Specifically, it investigated whether training, promotion, job enrichment and organisational policies significantly influence the job performance of academic staff. The study surveyed 158 academic staff members at Bishop Stuart University in Uganda using a quantitative approach and a correlational research design. Data were collected through self-administered questionnaires and analysed using partial least squares structural equation modelling (PLS-SEM). The findings revealed that job enrichment and organisational policies had a positive and significant impact on academic staff performance. In contrast, training had a negative but significant influence on academic staff performance, and promotion had a positive but insignificant influence on the job performance of academic staff. The study concluded that effective human resource practices, specifically job enrichment and organisational policies, play a crucial role in enhancing academic staff performance. However, limited training opportunities hindered the performance of academic staff. Furthermore, unsatisfactory promotion practices minimally contribute to the job performance of academic staff. The study recommended that university managers implement human resource development practices, namely job enrichment, organisational policies, training, and promotion, to promote job performance.

The synergy of human resource development (HRD) and artificial intelligence (AI) in today’s workplace

ABSTRACT The systematic review paper examines the relationship between artificial intelligence and human resource development in organisations. The study aims to understand AI’s symbiotic role in improving HRD functions like training and development, organisational development, career development, performance management, and workforce planning in the last two decades. It highlights how AI revolutionises HRD, including performance management, learning and development, and workforce planning. The paper also covers the role HRD plays in facilitating AI adoption. This paper closes the gap between AI and HRD by highlighting the benefits of this symbiotic relationship. The work poses crucial research questions to guide future investigations. The questions cover how HRD is essential for ensuring the smooth adoption of AI to boost human capital by focusing on HRD and how AI can strengthen HRD by improving critical functions. By employing HRD practices to improve AI adoption and AI to improve HRD function, this research aims to increase our understanding of how AI and HRD need to work together in synergy.

Digitally Transformed Employees Crafting Tomorrow’s Skills Cape through Modern HRD

This study focuses on the digitally transformed employee’s future competencies with mediating role of modern human resource development practices. The main purpose of this study is to explore how digital transformation directed towards employees influence their future competencies including the skill sets like global mindset, technical and analytical skills, attitude and soft skills. An empirical study was conducted and cross-sectional approach is adapted to measure the relationship between variables. Data was collected from 256 employees of the banking and telecom sectors by random sampling method. SPSS Hayes model 4 is used to analyze mediation of modern human resource development along with descriptive and demographic analysis in this study. The findings of this study show the direct and indirect effect of modern human resource development on employee future competencies. The partial mediation indicated that the modern human resource development plays an important part in contributing towards employee’s future competencies. The results of this study indicated that with the evolution of modern human resource development parallel to the technical advancement fosters more skilled and adoptable environment. ­­­­­­ This study will help understand organizations to actually witness the impact on this transformation on employee future competencies. The dynamic interplay between the variables offers insight for the researchers and practitioners for enhanced organizational performance by modern human resource development.

The impact of organizational culture and human resource development practice on knowledge transfer performance through the mediation of knowledge assets

The purpose of this research is to investigate the effect of organizational culture (OC) and human resource development practice (HR) on knowledge assets (KA) and knowledge transfer performance (KT). This type of research is survey research that takes samples from a population and uses a questionnaire as a primary data collection tool. The population in this study were all staff in the PT PLN (Persero) UIW Sulselrabar of 197 people. The sampling technique in this study used a saturated sample. The results of the study show that OC and HR have a significant impact on KA. KA has a significant impact on KT, while OC and HR are not significant on KT. Finally, the perceived benefits of OC and HR can create positive attitudes about KA.

The mediating role of organizational learning culture in the nexus of human resource development practices and employee competencies

PurposeA learning-focused culture promotes creativity, innovativeness and the acquisition of novel insights and competencies. The study aims to explore the relationship between human resource development (HRD) practice and employee competencies using organizational learning culture as a mediating variable.Design/methodology/approachData were collected from 828 employees of 37 health care institutions comprising 24 (internationally-owned) and 13 (indigenously-owned). Construct reliability and validity was established through a confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.FindingsData supported the hypothesized relationships. The results show that training and development and employee competencies were significantly related. Career development and employee competencies were significantly related. Organizational learning culture mediates the relationship between training and development and employee competencies. However, organizational learning culture did not mediate the relationship between career development and employee competencies.Research limitations/implicationsThe generalizability of the findings will be constrained due to the research’s health care focus and cross-sectional data.Practical implicationsThe study’s findings will serve as valuable pointers to policy makers and stakeholders of health care institutions in developing system-level capacities that promote continuous learning and adaptive learning cultures to ensure sustainability and competitive advantage.Originality/valueBy evidencing empirically that organizational learning culture mediates the relationship between HRD practices and employee competencies the study extends the literature.

PROBLEMS FACED BY SMALL SCALE INDUSTRIES ON ADOPTION OF HRD PRACTICES - WITH SPECIAL REFERENCE TO TIRUNELVELI DISTRICT, TAMIL NADU

This study examines the challenges faced by small-scale industries (SSIs) in adopting Human Resource Development (HRD) practices, with a specific focus on Tirunelveli District, Tamil Nadu. SSIs play a pivotal role in regional economic development, but their ability to implement modern HRD practices is often constrained by multiple factors. Key issues include limited financial resources, lack of awareness, inadequate training facilities, resistance to change, and a shortage of skilled HR professionals. These challenges prevent SSIs from improving employee skills, enhancing productivity, and achieving sustainable growth. The research uses a combination of quantitative and qualitative methods to assess the impact of these challenges on the overall growth and competitiveness of SSIs in the region. The findings reveal that financial constraints and lack of awareness are the most significant barriers, while other factors such as low literacy levels and limited external support also play a role. The study concludes with recommendations to address these issues, offering potential solutions to improve HRD adoption, thereby enhancing the performance and sustainability of SSIs in Tirunelveli. This research contributes to understanding the critical HRD needs of SSIs and provides insights for policymakers and industry leaders to help overcome these challenges.

Digital wind of changes: navigating competitiveness in the maritime sector through the transformation in human resource development

PurposeThe maritime industry, a linchpin of global trade, has embarked on a transformative journey catalysed by the relentless advance of digitalisation. There is a discernible gap in the literature concerning the specific consequences of digitalisation within the maritime sector. This research aims to examine the current body of literature on the influence of digitalisation in human resource development (HRD) on the competitive advantage of organisations and its potential within the maritime industry.Design/methodology/approachThis research paper conducts a comprehensive bibliometric analysis.FindingsThe findings of this research explore the literature landscape encompassing digitalisation in HRD, its influence on HR operations, learning and development, performance management, employee experience and strategic alignment within maritime organisations.Originality/valueThis research provides valuable recommendations for maritime organisations and HRD practitioners seeking to leverage digitalisation to gain a competitive edge. Thus, the maritime industry can adopt digital HRD practices to streamline operations, improve performance and align HR strategies with broader organisational goals.

Disability and Employment in the United States, 1880–1955: Implications for Human Resource Development Practice and Research

This paper explores historical ableism in the United States workforce from the close of the Civil War to the end of World War II. It discusses the issues people with disabilities (PWD), including disabled veterans, faced when entering or returning to the workforce, along with the policy and practical shifts that occurred to mitigate such issues. We approach this discussion with a critical and intersectional lens, situating the shift within critical disability studies and framing analyses within historically relevant medical, economic, and social modes of disability. We aim to inform Human Resource Development (HRD) scholars, practitioners, and educators about PWD’s often underrepresented histories in various workplaces and training programs by demonstrating the impacts of the models and workplace ableism. The paper concludes with a discussion of how the legacies of historical policies and practices continue to shape professional and continuing education for many PWD.

Human Resource Development Practices and Turnover Intentions among Basic School Teachers: The Mediating Role of Career Commitment

Purpose: The study sought to examine the influence of perceived support for participation in human resource development (HRD) practices on teacher turnover intentions in the Tolon District of the Northern Region of Ghana. Methodology: Using a cross-sectional survey design, questionnaires were used to collect data from 120 teachers from the Tolon Senior High School. Data were analyzed using PROCESS macro ver. 4.2. Findings: Results from regression analysis showed that perceived support for participation in HRD practices had a negative relationship with teacher turnover intentions. It was further found that teacher career commitment mediates the negative relationship between perceived support for participation in HRD practices and turnover intentions. Unique contribution to theory, policy and practice: The study contributes to the existing body of knowledge on the application of social exchange theory (SET) in understanding workplace dynamic and highlights the importance of fostering a supportive work environment that encourages employee participation in HRD activities, such as training programs, mentorship initiatives, and career development opportunities

Applying generative AI ethically in HRD practice

ABSTRACT The purpose of this paper is to provide a framework for overseeing that applications of artificial intelligence are ethically implemented and applied. With the expanding use of Generative AI (GAI) such as ChatGPT, Bard, DALL-E, and DeepMind, and the growing adoption of these technologies in Human Resource Development (HRD), there is a pressing need to address the ethical implications of these technologies. The challenges associated with AI and GAI include bias, fairness, transparency, safety and control, displacement and job loss, privacy intrusion, humanity, and agency. These concerns have significant implications for HRD practices and the broader organisational ecosystem. However, there is a lack of comprehensive frameworks and guidelines to address the related ethical challenges these technologies present, ensuring the responsible and humane use of AI and GAI in HRD. There is a need to push the boundaries of thinking about the impact of AI in HRD and develop a comprehensive framework for guiding the ethical applications of AI and GAI in HRD practices, promoting fairness, transparency, and privacy. This paper provides a comprehensive framework of practices for addressing these challenges.

Developmental human resource and exploitative leadership interact to influence Employees' creative idea championing and application

AbstractBased on the human resource development (HRD) literature, this study considers HR system and leadership together, focusing on how to promote employees to champion and apply creative ideas. Based on multi‐wave and multilevel field survey data of 252 Chinese employees nested in 42 groups, Study 1 found that developmental HR and exploitative leadership interact to influence creative idea championing and application via reciprocated obligation. The positive effects of developmental HR on creative idea championing and application were stronger and significant when exploitative leadership was lower (vs. higher), and reciprocated obligation mediated these effects. Study 2 replicated these findings with a scenario experimental design utilizing a sample of 186 MBA students from different companies. Our findings remind supervisors that they should not use exploitative leadership as it will reduce the positive effects of developmental HR, providing unique insights into HRD theory and practice.

Sustainable Human Resources Development in Listed Agro-Industrial Companies: A Pandemic Phenomenon

Pandemic COVID-19 had massive impact on global economics including agro-industrial companies listed in Indonesia Stock Exchange. Those companies faced financial distress. Trying to maintain their profit generating or loss in financial performance. However, the demand from stakeholders to implement sustainability still existed regarding investment on human resources. This study aimed to analyse the sustainable human resources development practices in listed agro-industrial companies by identifying and mapping the vision and mission, the implementation of human resource development, and financial commitments issued by Indonesian agro-industrial companies in developing human resources specifically for a pandemic phenomenon. This study used qualitative method by employing exploration approach and document analysis on sustainability report. The result showed that the Indonesian agro-industrial companies still showed the commitment on sustainable human resources development which reflected on their sustainable vision and mission. Those companies still showed the sustainable human resource development in 2020 by conducting training and certification as an investment for prospective opportunity in global competitive business. The financial commitment reflected in cost allocation for those needs. COVID-19 had impact for financial performance indeed. However, financial instability had not been an obstacle for those companies to develop their human resources. COVID-19 needed digital technology adaptation and employee needed to be trained and certified. Future

Curvilinear dynamics of job demands, resources, and resilience: the impact of HR practices on public managers

ABSTRACT Recent studies suggest that job resources can increase individuals’ resilience to adversity. Building on this premise, this study investigated the influence of human resource development (HRD) practices on public managers’ resilience. Analyzing data from a survey of New Zealand public managers, we found that those who participated in mentoring programs demonstrated higher levels of resilience in response to intermediate rather than low or high levels of job demand. We also found a significant positive correlation between training and the capacity to response to change. Furthermore, a multi-level analysis showed that previously assessed change management practices at the organizational level positively affected the managers’ ability to learn from mistakes.

The effect of human resource development practice on employee performance with the mediating role of job satisfaction among Mizan Tepi University's academic staff in Southwestern Ethiopia

PurposeThis study examined the effect of human resource development practices on employee performance, with job satisfaction as a mediating variable among academic staff at Mizan Tepi University. MethodsA standardized Likert-scale questionnaire was administered to academic staff members selected through stratified random sampling from eight colleges at Mizan Tepi University. Descriptive and inferential statistics, including a structural equation model and t-tests, were used for data analysis. ResultsThe study found a significant positive correlation between human resource development practices and employee performance. Job satisfaction was identified as a mediator between HRM practices and employee performance. Specific dimensions of human resource development practices, such as training and development, academic career development, teamwork spirit, and counseling, had significant effects on employee performance, with both positive and negative impacts observed. Additionally, academic career development, succession planning, and counseling were found to have a statistically significant positive effect on the academic staff at Mizan Tepi University. ConclusionsThis study found that training and development, academic career development, teamwork, counseling, and job satisfaction significantly impact employee performance. The results of the regression analysis using the SEM model revealed that job satisfaction, training and development, and teamwork positively affect academic staff performance while negatively affecting academic career development and counseling. Academic career development, teamwork, counseling, and succession planning were found to have a positive effect on job satisfaction. The mediation analysis indicated that academic career development and counseling partially mediate employee performance, while succession planning fully mediates it. Therefore, focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling is essential to enhancing job satisfaction among academic staff at Mizan Tepi University.