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European Journal of Training and Development

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ISSN (Print) 2046-9012
Published by Emerald

[307 journals]

Developing a Global Mindset: Learning of Global Leaders
- Authors: literatinetwork@emeraldinsight.com (Maria Cseh; Elizabeth B. Davis, Shaista E. Khilji)
  Abstract: Abstract
  
  Purpose - The purpose of this qualitative research study was to explore the requirements of leading in a global environment as perceived by the leaders participating in this study as well as the way these leaders learn and develop their global mindset. Design/methodology/approach - The research methodology informed by social constructivism included in-depth interviews with 24 global leaders that were analyzed using constant comparative and content analysis. The findings presented in this paper are part of a larger study on the meaning of global leadership and mindset. The framework for this research was guided by the Global Leadership Mindset (GLM) model developed by the authors and their colleagues. Findings - Transcendence, plasticity of the mind (flexibility, thinking differently, rebalancing, openness, having multiple frames of reference), mindfulness, curiosity, and humility emerged as requirements of leading in the global environment. The global leaders' learning journeys were characterized by informal learning during everyday work and life experiences including learning from mistakes, and from and with others. Self-reflection leading to the "self-awareness of otherness" as well as reflection with others were at the core of learning and developing the global mindset of these leaders. Practical implications - The findings of this study highlight the role of HRD professionals in facilitating self-reflection and reflection with others – core processes for the learning and development of global mindset. HRD professionals are called to address both the "you don't know what you don't know" phenomenon by offering cross-cultural training programs and experiential learning opportunities and the "you know what you don't know" daily challenges of global leaders and their team members. Initiatives that will incorporate self-reflective and reflective processes will allow the participants to make meaning of their learning. Originality/value - This is an initial attempt to explore the development of a global leadership mindset as informed by the GLM model with a focus on its learning component. The findings of this study could inform leaders preparing to work in global environments and HRD professionals called to develop learning environments and a learning culture in global workplaces.
  PubDate: Fri, 31 May 2013 00:00:00 +010
Training and organizational effectiveness: Moderating role of knowledge management process
- Authors: literatinetwork@emeraldinsight.com (Azmawani Abd Rahman; Siew Imm Ng, Murali Sambasivan, Florence Wong)
  Abstract: Abstract
  
  Purpose - Training alone is not sufficient to enhance organizational effectiveness to a greater level because not all knowledge obtained from the training is properly transferred and applied to the organization. This study investigates whether efforts invested by the Malaysian manufacturers in employees training and knowledge transfer affect organization effectivenessDesign/methodology/approach - This study adopted a quantitative research design. The questionnaire developed for this study captured the training related to individual/managerial skills, knowledge management process in place to capture and apply the knowledge obtained through training and the organizational effectiveness. A closed-ended online survey was sent to the members of Federation of Malaysian Manufacturers (FMM) throughout Malaysia and 88 manufacturers responded. The unit of analysis was an organization. Findings - The study found the following: (1) training employees to acquire individual/managerial skills and process skills help in improving organizational effectiveness, (2) knowledge application and knowledge protection interact with individual/managerial skills training to improve organizational effectiveness and (3) knowledge acquisition, knowledge application and knowledge protection interact with process skills training to enhance organizational effectiveness. Practical implications - Organizations are urged to devise training modules depending upon the needs of individual employees, create an environment that will encourage the trained employees to apply their skills (knowledge) and develop policies to retain these employees.Originality/value - This paper addresses an important and not so well researched issue. It has analyzed the interactions between the dimensions of knowledge management practices and type of training in improving the organizational effectiveness of manufacturing firms in Malaysia.
  PubDate: Fri, 31 May 2013 00:00:00 +010
Training and organizational effectiveness: Moderating role of knowledge management process
- Authors: literatinetwork@emeraldinsight.com (Azmawani Abd Rahman; Siew Imm Ng, Murali Sambasivan, Florence Wong)
  Abstract: Abstract
  
  Purpose - Training alone is not sufficient to enhance organizational effectiveness to a greater level because not all knowledge obtained from the training is properly transferred and applied to the organization. This study investigates whether efforts invested by the Malaysian manufacturers in employees training and knowledge transfer affect organization effectivenessDesign/methodology/approach - This study adopted a quantitative research design. The questionnaire developed for this study captured the training related to individual/managerial skills, knowledge management process in place to capture and apply the knowledge obtained through training and the organizational effectiveness. A closed-ended online survey was sent to the members of Federation of Malaysian Manufacturers (FMM) throughout Malaysia and 88 manufacturers responded. The unit of analysis was an organization. Findings - The study found the following: (1) training employees to acquire individual/managerial skills and process skills help in improving organizational effectiveness, (2) knowledge application and knowledge protection interact with individual/managerial skills training to improve organizational effectiveness and (3) knowledge acquisition, knowledge application and knowledge protection interact with process skills training to enhance organizational effectiveness. Practical implications - Organizations are urged to devise training modules depending upon the needs of individual employees, create an environment that will encourage the trained employees to apply their skills (knowledge) and develop policies to retain these employees.Originality/value - This paper addresses an important and not so well researched issue. It has analyzed the interactions between the dimensions of knowledge management practices and type of training in improving the organizational effectiveness of manufacturing firms in Malaysia.
  PubDate: Fri, 31 May 2013 00:00:00 +010
Permeability between VET and Higher Education – a way of Human Resource Development
- Authors: literatinetwork@emeraldinsight.com (Georg Spöttl)
  Abstract: Abstract
  
  Purpose - Parity of esteem between general and vocational education is a widely discussed topic in those countries which have established a system of vocational education beside the general education, leading to numerous qualifications and licenses. However, most of these do not entail permeability to learning pathways in higher education. This is especially true when vocational programmes do not include a university entrance qualification. This discussion has gained a new momentum with the adoption of the European Qualifications Framework by the European Parliament and the Council in 2008, motivating Member States to reconsider this context. Design/methodology/approach - An explorative consideration of curricular basic structures of TVET and Higher Education will reveal the qualitative differences in the different study courses and entailing barriers for permeability between TVET and Higher Education. A deepening analysis compares the curricular structures and evaluates the differences with the aid of selected criteria. Futire requirements are defined for further research.Findings - The article clarifies the hidden obstacles of permeability between vocational and higher education and points out ways to shape lateral and vertical permeability with a view to career paths to build up human capabilities. These forms a good platform for the intensive debate about opening universities for learners with vocational qualifications. Research limitations/implications - Due to the traditionally clear-cut division between vocational and academic education and a separate dealing with the different concepts, organizations and institutions, a comparative research with methods and instruments has not yet developed. With regard to a comparison of vocational and academic education, research is still at the very beginning. This is way that there currently are no confirmed reliable answers to the question how the transitions between vocational and academic education could be shaped in order to ensure their success. Practical implications - European initiatives and the implementation of instruments such as the Qualifications Framework to support permeability call for ways how to offer academic education with degrees to persons with a qualified vocational background. The curricular structures of the universities are currently not geared to these requirements.Originality/value - The value added is a frame for comparison of curricular structures. The findings can then be thoroughly discussed in connection with the European Qualification Framework. In addition the article offers options how to overcome the obstacles for comparative research on vocational and academically qualified persons.
  PubDate: Fri, 31 May 2013 00:00:00 +010
Permeability between VET and Higher Education – a way of Human Resource Development
- Authors: literatinetwork@emeraldinsight.com (Georg Spöttl)
  Abstract: Abstract
  
  Purpose - Parity of esteem between general and vocational education is a widely discussed topic in those countries which have established a system of vocational education beside the general education, leading to numerous qualifications and licenses. However, most of these do not entail permeability to learning pathways in higher education. This is especially true when vocational programmes do not include a university entrance qualification. This discussion has gained a new momentum with the adoption of the European Qualifications Framework by the European Parliament and the Council in 2008, motivating Member States to reconsider this context. Design/methodology/approach - An explorative consideration of curricular basic structures of TVET and Higher Education will reveal the qualitative differences in the different study courses and entailing barriers for permeability between TVET and Higher Education. A deepening analysis compares the curricular structures and evaluates the differences with the aid of selected criteria. Futire requirements are defined for further research.Findings - The article clarifies the hidden obstacles of permeability between vocational and higher education and points out ways to shape lateral and vertical permeability with a view to career paths to build up human capabilities. These forms a good platform for the intensive debate about opening universities for learners with vocational qualifications. Research limitations/implications - Due to the traditionally clear-cut division between vocational and academic education and a separate dealing with the different concepts, organizations and institutions, a comparative research with methods and instruments has not yet developed. With regard to a comparison of vocational and academic education, research is still at the very beginning. This is way that there currently are no confirmed reliable answers to the question how the transitions between vocational and academic education could be shaped in order to ensure their success. Practical implications - European initiatives and the implementation of instruments such as the Qualifications Framework to support permeability call for ways how to offer academic education with degrees to persons with a qualified vocational background. The curricular structures of the universities are currently not geared to these requirements.Originality/value - The value added is a frame for comparison of curricular structures. The findings can then be thoroughly discussed in connection with the European Qualification Framework. In addition the article offers options how to overcome the obstacles for comparative research on vocational and academically qualified persons.
  PubDate: Fri, 31 May 2013 00:00:00 +010
Strategic Value and Operational Effectiveness of HRD
- Authors: literatinetwork@emeraldinsight.com (Meera Alagaraja)
  Abstract: Abstract
  
  Purpose - This study focuses on internal customers’ perspective to examine the value and effectiveness of HRD contributions using the case example of a single organization. Given the limited focus on internal customer perspectives in the HRD literature, the study utilizes an exploratory qualitative research design to examine the role and extent of HRD involvement in meeting the expectations of key internal customer groups – top management teams, department leaders and line managers. This forms the central focus of the article. Design/methodology/approach - The general qualitative approach is useful for examining the dynamic interaction of organizational factors and, provides a rich detailed story line by primarily addressing the "how" and "why" questions. The study utilized a qualitative case design for understanding strategic value and operational effectiveness of HRD, through the contextual analysis of an organization undergoing Lean implementation. Key stakeholders responsible for Lean were identified as internal customers. The internal customer groups were interviewed to examine their perceptions on the role and extent of HRD involvement in Lean strategy. Thus, Lean strategy helped to narrow the investigation scope and, set the stage for examining the interacting relationships, which occurred among Lean implementation stakeholders and HRD professionals. Additionally, documents and observations were also utilized to triangulate the data.Findings - The themes presented in the literature provided a framework for organizing the results. To advance a coherent narrative, the themes are presented as follows – (a) roles and responsibilities performed by HRD in the organization, (b) HRD involvement in Lean strategy, (c) internal customer perspectives on the HRD role in Lean implementation and, (d) how HRD value and effectiveness was produced in the organization.Research limitations/implications - The single case design reduces the generalizability of the study findings to other organizations. The findings must be treated with caution regarding representativeness of the sample. Top management team members, divisional leaders and line managers were merged as a single internal customer group since the total number of participants within in each individual constituency was too small for adequately representing each group. In doing so, the study combined divergent expectations and needs of each constituency, even though they have different expectations of HRD. Their understanding and perception of HRD although important and unique are yet incomplete. The views of other stakeholder groups such as front line supervisors, employee and, unions would provide a more complete understanding of HRD’s strategic and tactical effectiveness. Therefore, the inclusion of these stakeholders in future studies should provide a clearer assessment of HRD value and effectiveness. Practical implications - In the process of de-constructing the strategic-transactional coupling of HRD roles and responsibilities, a richer description of organizational contingencies and other factors emerged from the findings. The examination of the HRD role in strategy implementation reframed existing perspectives on HRD value and effectiveness. Communication of expectations between both organizational group members (HRD and internal customers) would reduce a) the level of disagreement b) potential conflict and, c) enhance the value and effectiveness of HRD. Further, cross-functional collaboration between HRD and Operations would enhance the quality of strategy implementation outcomes as well as increase value for the organization. In order to pursue this line of thinking in practice, the study recommends HRD practitioners to become intentional about the selection, development and collaboration with other business partners in the organization. Originality/value - While the extant literature appears to undervalue the operational/ transactional HRD role this study suggests that HRD’s transactional responsibilities influence customers perceptions of HRD’s capacity for a strategic role in the organization. Effectively performing transactional responsibilities not only enhances HRD effectiveness but also offers opportunities for increasing HRD’s added value to the organization. A new finding from the study also suggests that a focus on the strategic value enhances HRD effectiveness in organizations. Despite demanding an increased participation in Lean strategy, internal customers failed to recognize HRD problems and issues in a new and a different way. For example, an adaptive HRD strategy would have addressed critical strategic organizational contingencies for C1 such as redesigning incentive systems to support Lean strategy implementation, reducing functional silos through team building and, increased communication among customers. For its part, HRD could have reframed existing initiatives such as employee engagement that were underway during the implementation as a way to integrate implementation outcomes to engagement levels. Symbolic actions such as these would have helped HRD executives increase their strategic value. The strategic-transactional coupling of HRD roles and responsibilities makes it difficult to balance different types of demands. In this study, HRD had a seat at the table but the negligible and vague linkage to Lean outcomes and other organizational priorities diminished its strategic value. Further, an unintended consequence of passive involvement in Lean perpetuated negative perceptions of HRD’s effectiveness. The qualitative design provided a rich description of the issues, challenges and opportunities so that HRD practitioners are able to position themselves to deliver value when they do get a seat at the table.
  PubDate: Fri, 31 May 2013 00:00:00 +010
Strategic Value and Operational Effectiveness of HRD
- Authors: literatinetwork@emeraldinsight.com (Meera Alagaraja)
  Abstract: Abstract
  
  Purpose - This study focuses on internal customers’ perspective to examine the value and effectiveness of HRD contributions using the case example of a single organization. Given the limited focus on internal customer perspectives in the HRD literature, the study utilizes an exploratory qualitative research design to examine the role and extent of HRD involvement in meeting the expectations of key internal customer groups – top management teams, department leaders and line managers. This forms the central focus of the article. Design/methodology/approach - The general qualitative approach is useful for examining the dynamic interaction of organizational factors and, provides a rich detailed story line by primarily addressing the "how" and "why" questions. The study utilized a qualitative case design for understanding strategic value and operational effectiveness of HRD, through the contextual analysis of an organization undergoing Lean implementation. Key stakeholders responsible for Lean were identified as internal customers. The internal customer groups were interviewed to examine their perceptions on the role and extent of HRD involvement in Lean strategy. Thus, Lean strategy helped to narrow the investigation scope and, set the stage for examining the interacting relationships, which occurred among Lean implementation stakeholders and HRD professionals. Additionally, documents and observations were also utilized to triangulate the data.Findings - The themes presented in the literature provided a framework for organizing the results. To advance a coherent narrative, the themes are presented as follows – (a) roles and responsibilities performed by HRD in the organization, (b) HRD involvement in Lean strategy, (c) internal customer perspectives on the HRD role in Lean implementation and, (d) how HRD value and effectiveness was produced in the organization.Research limitations/implications - The single case design reduces the generalizability of the study findings to other organizations. The findings must be treated with caution regarding representativeness of the sample. Top management team members, divisional leaders and line managers were merged as a single internal customer group since the total number of participants within in each individual constituency was too small for adequately representing each group. In doing so, the study combined divergent expectations and needs of each constituency, even though they have different expectations of HRD. Their understanding and perception of HRD although important and unique are yet incomplete. The views of other stakeholder groups such as front line supervisors, employee and, unions would provide a more complete understanding of HRD’s strategic and tactical effectiveness. Therefore, the inclusion of these stakeholders in future studies should provide a clearer assessment of HRD value and effectiveness. Practical implications - In the process of de-constructing the strategic-transactional coupling of HRD roles and responsibilities, a richer description of organizational contingencies and other factors emerged from the findings. The examination of the HRD role in strategy implementation reframed existing perspectives on HRD value and effectiveness. Communication of expectations between both organizational group members (HRD and internal customers) would reduce a) the level of disagreement b) potential conflict and, c) enhance the value and effectiveness of HRD. Further, cross-functional collaboration between HRD and Operations would enhance the quality of strategy implementation outcomes as well as increase value for the organization. In order to pursue this line of thinking in practice, the study recommends HRD practitioners to become intentional about the selection, development and collaboration with other business partners in the organization. Originality/value - While the extant literature appears to undervalue the operational/ transactional HRD role this study suggests that HRD’s transactional responsibilities influence customers perceptions of HRD’s capacity for a strategic role in the organization. Effectively performing transactional responsibilities not only enhances HRD effectiveness but also offers opportunities for increasing HRD’s added value to the organization. A new finding from the study also suggests that a focus on the strategic value enhances HRD effectiveness in organizations. Despite demanding an increased participation in Lean strategy, internal customers failed to recognize HRD problems and issues in a new and a different way. For example, an adaptive HRD strategy would have addressed critical strategic organizational contingencies for C1 such as redesigning incentive systems to support Lean strategy implementation, reducing functional silos through team building and, increased communication among customers. For its part, HRD could have reframed existing initiatives such as employee engagement that were underway during the implementation as a way to integrate implementation outcomes to engagement levels. Symbolic actions such as these would have helped HRD executives increase their strategic value. The strategic-transactional coupling of HRD roles and responsibilities makes it difficult to balance different types of demands. In this study, HRD had a seat at the table but the negligible and vague linkage to Lean outcomes and other organizational priorities diminished its strategic value. Further, an unintended consequence of passive involvement in Lean perpetuated negative perceptions of HRD’s effectiveness. The qualitative design provided a rich description of the issues, challenges and opportunities so that HRD practitioners are able to position themselves to deliver value when they do get a seat at the table.
  PubDate: Fri, 31 May 2013 00:00:00 +010