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A Life in the Day     Hybrid Journal   (Followers: 9)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 18)
Accounting Research J.     Hybrid Journal   (Followers: 23, SJR: 0.148, h-index: 3)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 3, SJR: 0.972, h-index: 30)
Advances in Accounting Education     Hybrid Journal   (Followers: 10)
Advances in Appreciative Inquiry     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 4)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 27)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 44, SJR: 0.211, h-index: 3)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 22)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 8)
Agricultural Finance Review     Hybrid Journal   (Followers: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 194, SJR: 0.339, h-index: 15)
American J. of Business     Hybrid Journal   (Followers: 6)
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 4, SJR: 0.309, h-index: 23)
Arts Marketing : An Intl. J.     Hybrid Journal   (Followers: 11)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 6)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 2, SJR: 0.237, h-index: 4)
Asian Education and Development Studies     Hybrid Journal   (Followers: 6)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 1, SJR: 0.174, h-index: 3)
Aslib J. of Information Management     Hybrid Journal   (Followers: 2)
Aslib Proceedings     Hybrid Journal   (Followers: 358, SJR: 0.558, h-index: 23)
Assembly Automation     Hybrid Journal   (Followers: 1, SJR: 0.439, h-index: 20)
Baltic J. of Management     Hybrid Journal   (Followers: 2, SJR: 0.2, h-index: 10)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 5, SJR: 0.554, h-index: 28)
British Food J.     Hybrid Journal   (Followers: 7, SJR: 0.361, h-index: 25)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.248, h-index: 3)
Business Process Management J.     Hybrid Journal   (Followers: 7, SJR: 0.841, h-index: 31)
Business Strategy Series     Hybrid Journal   (Followers: 5, SJR: 0.151, h-index: 3)
Campus-Wide Information Systems     Hybrid Journal   (Followers: 5, SJR: 0.246, h-index: 12)
Career Development Intl.     Hybrid Journal   (Followers: 9, SJR: 0.721, h-index: 22)
China Agricultural Economic Review     Hybrid Journal   (Followers: 1, SJR: 0.419, h-index: 6)
China Finance Review Intl.     Hybrid Journal   (Followers: 3)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.424, h-index: 7)
Circuit World     Hybrid Journal   (Followers: 13, SJR: 0.297, h-index: 15)
Clinical Governance: An Intl. J.     Hybrid Journal   (Followers: 19, SJR: 0.176, h-index: 13)
Collection Building     Hybrid Journal   (Followers: 9, SJR: 0.461, h-index: 8)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.224, h-index: 18)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 3)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 4, SJR: 0.394, h-index: 18)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 6, SJR: 0.345, h-index: 21)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.311, h-index: 11)
Cross Cultural Management An Intl. J.     Hybrid Journal   (Followers: 5, SJR: 0.648, h-index: 6)
Development and Learning in Organizations     Hybrid Journal   (Followers: 5, SJR: 0.123, h-index: 6)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 13, SJR: 0.352, h-index: 24)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 27, SJR: 0.129, h-index: 2)
Education + Training     Hybrid Journal   (Followers: 15, SJR: 0.39, h-index: 21)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.243, h-index: 6)
Employee Relations     Hybrid Journal   (Followers: 5, SJR: 0.446, h-index: 16)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.567, h-index: 36)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 16, SJR: 0.468, h-index: 20)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 2)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.37, h-index: 4)
Ethnicity and Inequalities in Health and Social Care     Hybrid Journal   (Followers: 9, SJR: 0.109, h-index: 1)
EuroMed J. of Business     Hybrid Journal  
European Business Review     Hybrid Journal   (Followers: 4, SJR: 0.368, h-index: 15)
European J. of Innovation Management     Hybrid Journal   (Followers: 15, SJR: 0.442, h-index: 22)
European J. of Marketing     Hybrid Journal   (Followers: 17, SJR: 0.957, h-index: 38)
European J. of Training and Development     Hybrid Journal   (Followers: 8, SJR: 0.296, h-index: 18)
Evidence-based HRM     Hybrid Journal   (Followers: 7)
Facilities     Hybrid Journal   (Followers: 1, SJR: 0.34, h-index: 13)
foresight     Hybrid Journal   (Followers: 7, SJR: 0.62, h-index: 16)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.495, h-index: 17)
Grey Systems : Theory and Application     Hybrid Journal  
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.345, h-index: 13)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 33, SJR: 0.121, h-index: 2)
History of Education Review     Hybrid Journal   (Followers: 7, SJR: 0.102, h-index: 1)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.155, h-index: 3)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 12, SJR: 0.105, h-index: 5)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.104, h-index: 1)
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.131, h-index: 1)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 10)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 5, SJR: 0.46, h-index: 15)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 3, SJR: 0.989, h-index: 54)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.421, h-index: 25)
Info     Hybrid Journal   (SJR: 0.337, h-index: 17)
Information and Computer Security     Hybrid Journal   (Followers: 14, SJR: 0.29, h-index: 28)
Information Technology & People     Hybrid Journal   (Followers: 192, SJR: 0.664, h-index: 21)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 11)
Interlending & Document Supply     Hybrid Journal   (Followers: 272, SJR: 0.593, h-index: 10)
Internet Research     Hybrid Journal   (Followers: 245, SJR: 0.846, h-index: 44)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 2)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 8)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 5, SJR: 0.265, h-index: 4)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 26)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 9, SJR: 0.211, h-index: 3)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 4, SJR: 0.436, h-index: 20)
Intl. J. of Commerce and Management     Hybrid Journal  
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 10, SJR: 0.322, h-index: 31)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 8, SJR: 1.2, h-index: 24)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 13, SJR: 0.113, h-index: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 6)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 5, SJR: 0.181, h-index: 5)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 3, SJR: 0.508, h-index: 16)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 4, SJR: 0.187, h-index: 7)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 6, SJR: 0.545, h-index: 20)

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Journal Cover   European Journal of Training and Development
  [SJR: 0.296]   [H-I: 18]   [10 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 2046-9012
   Published by Emerald Homepage  [309 journals]
  • The training demand in organizational changes processes in the Spanish
           wine sector
    • Authors: Alfonso J. Gil, Jorge L. Garcia-Alcaraz, Mara Mataveli
      Abstract: European Journal of Training and Development, Volume 39, Issue 4, May 2015. Purpose The purpose of this paper is to describe the role of training demand in the organizational changes. Design/methodology/approach The paper describes the demand of training courses in the Rioja wine sector in Spain and its relation with the changes in the sector carried out in recent years. Through a questionnaire, wineries' managers asked about the training demand in the sector and change processes. It is proposed, first, the relationship between the demand for training and changes made by companies of Rioja wine in entering in new markets and innovation in products and, secondly, that these changes explain the demand of training in marketing and oenology topics. To confirm the hypotheses a binary logistic regression analysis is performed. Findings It was found the relationship between the demand for training and the processes of change, and that the change processes in companies of Rioja wine sector originate a specific demand for training. Practical implications The paper provides a review of the importance of training in changes processes of companies. A critical factor in the change process is the development of workers competences to cope with the changes in the organization, but it is also important to develop a culture of change in the organization. Originality/value This paper provides empirical evidence of the relationship between organizational changes and training demands in a key sector from the Rioja Community in Spain.
      Citation: European Journal of Training and Development
      PubDate: Sat, 21 Mar 2015 01:00:36 GMT
      DOI: 10.1108/EJTD-09-2014-0067
  • The Engagement Continuum Model using corporate social responsibility as an
    • Authors: Marie Anttonitte Valentin, Celestino C Valentin, Fredrick Muyia Nafukho
      Abstract: European Journal of Training and Development, Volume 39, Issue 3, April 2015. Purpose The purpose of this conceptual paper is to explore implications of motivational potential that are highly correlated to Self-determination theory (SDT) [intrinsic motivating factors], in relation to corporate social responsibility (CSR). This paper specifies key antecedents of engagement within the theoretical framework of self-determination theory as it relates to employee engagement and corporate social responsibility. Design/methodology/approach The methods used for the purpose of this paper, include a review of the relevant literature utilizing the descriptors of employee engagement, self-determination theory, and corporate social responsibility. Alternative descriptors were not queried. The authors then selected articles that were found to be most cited, reviewed such articles, and began to analyze the literature, synthesize, and formulate connections. Findings Based on research findings, a conceptual model was formulated and posited for research and practice. It is demonstrated in the paper that employee engagement has a wide range of benefits for all involved and focuses on key antecedents of engagement created through corporate social responsibility initiatives and intrinsic motivating factors as pointed out from Self-determination theory which may serve to provide a comprehensive representation of the likely influences of intrinsic motivating drivers on employee engagement. Research limitations/implications The main limitations of this paper is that it is conceptual in nature and hence the need for a study designed to empirically tested the conceptual model developed in this research. Originality/value Originality/value - The results and contributions to the field of human resource development is the development of the Engagement Continuum Model from which employee engagement emerges through the dynamic interplay of corporate social responsibility as an intervention, creating positive results using the theoretical framework of Self-determination Theory, and resulting in a perceived sustained state of employee engagement.
      Citation: European Journal of Training and Development
      PubDate: Wed, 04 Mar 2015 01:57:35 GMT
      DOI: 10.1108/EJTD-01-2014-0007
  • Perceived Managerial and Leadership Effectiveness in Colombia
    • Authors: Luis Eduardo Torres, Carlos Enrique Ruiz, Bob Hamlin, Andres Velez-Calle
      Abstract: European Journal of Training and Development, Volume 39, Issue 3, April 2015. Purpose The purpose of this study was to identify what Colombians perceive as effective and least effective/ineffective managerial behavior. Design/methodology/approach This study was conducted following a qualitative methodology based on the philosophical assumptions of pragmatism and the ‘pragmatic approach’ (Morgan, 2007). The Critical Incident Technique (CIT) was used to generate data from a purposive sample of 27 managers and non-managerial employees located in Medellin and Bogota, Colombia. Findings The results of this study suggest that effective managers in Colombia are those who are supportive, caring, considerate, participative, understanding, communicative and flexible, and are also good problem solvers. Research limitations/implications This study focused on the perceptions of Colombian managers and non-managerial employees only. Therefore, the description of effective and least effective/ineffective managers in Colombia could be highly value-laden from the national cultural perspective. Hence, it is recommended that further research should be carried out to explore the perceptions of international managers who have frequently interacted or worked with Colombian managers. Originality/value The results of this study have practical implications for Colombian managers and international managers who manage the Colombian workforce. For Colombian managers, this study provides insight into what is considered effective or least effective/ineffective managerial and leadership behavior. The findings provide useful information on foreign MNCs that have operations in Colombia. MNCs can use the results of this study to create effective management development models for their expatriates in Colombia.
      Citation: European Journal of Training and Development
      PubDate: Wed, 04 Mar 2015 01:57:31 GMT
      DOI: 10.1108/EJTD-08-2014-0062
  • Shaping the Future of a Globalized World: A Qualitative Study of How
           Undergraduate International Students’ Everyday Cross-Cultural
           Experiences Were Impacted by University Diversity Initiatives
    • Authors: Joan Burkhardt, Elisabeth E. Bennett
      Abstract: European Journal of Training and Development, Volume 39, Issue 3, April 2015. Purpose This qualitative study sought to understand how everyday cross-cultural interactions affected the adjustment of undergraduate international students attending a private university in the northeastern United States. Design/methodology/approach Data were collected primarily through interviews with nine international students and observations at “Eastern University.” Students were purposively selected to balance gender and world regions. Analysis used constant comparison until findings emerged, which were member checked with study participants (Merriam, 2009). Findings Findings show that the impact of university diversity initiatives for promoting everyday cross-cultural interactions is described as creating an us/them divide, promoting solidarity, and establishing a cultural presence. It is concluded that formal university events foster recognition of the campus diversity international students help provide, but their impact on everyday cross-cultural interactions is both positive and negative. Additionally, the mode by which undergraduate international students are introduced to their U.S. campus affects their integration and future interaction patterns. Research limitations/implications Further research is needed to explore HEIs’ connection to HRD for shaping the future global arena. Studies that address the continuum from higher education to the workforce are needed to prepare the next generation of professionals for a global world. This study is limited due to small sample size. Findings are not generalizable in a statistical sense, but HRD professionals in HEIs may compare the details in this study with their own institutions. Originality/value This study contributes to the discussion of National HRD by addressing international students and their insights into how diversity programs impact adjustment in an American setting. Additionally, organizational and faculty development initiatives in academic institutions can be improved by understanding the insights found in this study.
      Citation: European Journal of Training and Development
      PubDate: Wed, 04 Mar 2015 01:57:22 GMT
      DOI: 10.1108/EJTD-06-2014-0042
  • Professional Development of HR practitioners – a phenomenographic
    • Authors: Moira Bailey
      Abstract: European Journal of Training and Development, Volume 39, Issue 3, April 2015. Purpose The focus of the research presented in this paper is an investigation into the experiences of professional development of Human Resource (HR) practitioners in the North of Scotland, and the use of non-formal learning in that development. Design/methodology/approach In depth semi-structured interviews from a purposively selected sample of HR practitioners were conducted. Data from these interviews was analysed on a phenomenographic basis, to discover the qualitatively different ways in which HR practitioners describe, experience, understand and analyse their professional development and the use of non-formal learning in that development. Findings What emerged from the analysis were two sets of categories of description, one for each of the phenomena. An outcome space for each of the phenomena emerged, illustrating the hierarchical relationship within each set of categories of description as well as the dimensions of variation relating to the phenomena. These outcome spaces represent the collective experience of the practitioners on the subjects of professional development and non-formal learning. Research limitations/implications Sample size and the specific geographical area are acknowledged as limitations. Another factor which may be considered a limitation is that my position as an HR lecturer with a keen interest in the subject could lead to this being considered an ‘insider’ study. All these factors are acknowledged. These have been mitigated against by the careful preparation undertaken during the research process which resulted from my awareness of these limitations. Originality/value This study has given a voice to the HR practitioners in the North of Scotland with regard to their experiences and attitudes towards their professional development and the role of non-formal learning in that development. This study gives employers, other practitioners and professional bodies an opportunity to learn from the practitioners themselves as to how they can help practitioners in terms of their development.
      Citation: European Journal of Training and Development
      PubDate: Wed, 04 Mar 2015 01:56:56 GMT
      DOI: 10.1108/EJTD-08-2014-0057
  • High Performance Work System, HRD Climate and Organisational Performance:
           An Empirical Study
    • Authors: Ashutosh Muduli
      Abstract: European Journal of Training and Development, Volume 39, Issue 3, April 2015. Purpose This paper aims to study the relationship between high performance work system (HPWS) and organizational performance and to examine the role of HRD Climate in mediating the relationship between HPWS and the organizational performance in the context of the power sector of India. Design/methodology/approach The empirical research paper has been conceptualized on the basis of extensive literature survey and examined through a case based approach. Data and information collected to examine strength of the proposed hypothesis in the context of a power based company in India. Findings Agreeing with most of the research, HPWS is found positively related with organizational performance. The result doesn’t agree with the HPWS research conducted in Asian countries. Taking clues from ‘Black Box’ approach, the role of HRD climate as a mediating factor has been studied. The result proved that HPWS influences organizational performance through a supportive development environment (HRD Climate) based on openness, confrontation, trust, authencity, proaction, autonomy, collaboration, and experimentation. Research limitations/implications Designing and implementing HPWS requires the organization to nurture and develop a suitable HRD Climate through development of organizational culture based on openness, confrontation, trust, authencity, proaction, autonomy, collaboration, and experimentation(OCTAPAC). Practical implications Implications for HRD – HPWS practices such as group-based pay, decentralized participative decisions, self-managed work teams, social and family events, and appraisal based on team goals along with OCTAPAC culture can significantly contribute to the transfer climate by influencing both peer and supervisor. It can significantly contribute to training motivation by influencing both career and job attitudes; and organizational commitment of trainees. Originality/value Originality/value – The research is unique in its attempt to understand the role HRD Climate as intermediating variables to enhance the effectiveness of HPWS. This may add a lot of value in encouraging organizations to establish HRD climate.
      Citation: European Journal of Training and Development
      PubDate: Wed, 04 Mar 2015 01:56:53 GMT
      DOI: 10.1108/EJTD-02-2014-0022
  • Mondy, Wayne. (2014). Human Resource Management. Upper Saddle River, NJ:
    • Authors: Carlos Enrique Ruiz
      Abstract: European Journal of Training and Development, Volume 39, Issue 3, April 2015.
      Citation: European Journal of Training and Development
      PubDate: Wed, 04 Mar 2015 01:56:51 GMT
      DOI: 10.1108/EJTD-01-2015-0001
  • HRD challenges faced in the post-global financial crisis period –
           insights from the UK
    • Authors: Diane Rose Keeble-Ramsay et al
      First page: 86
      Abstract: European Journal of Training and Development, Volume 39, Issue 2, February 2015. Purpose The paper reports initial empirical research that examines UK employees’ perceptions of the changing nature of work since the Global Financial Crisis (GFC) to consider how the financial context may have constrained HRD practice and more sustainable approaches. Design/methodology/approach Focus group research was facilitated through collective group discussion. Through template analysis of the findings, thematic analysis was undertaken to extend prior research. Themes used by Hassard et al, (2009) in terms of the changing nature of the workplace between 2000 and 2008 were used to provide new data on HRD realities. Findings Participants reported diminishing personal control over changes within the workplace and a cultural shift towards a harsher work climate. HRD was considered as silenced or absent and associated solely with low cost based e-learning rather than acting in strategic role supporting sustainable business objectives. Research limitations/implications Whilst providing only indications from employee perceptions, the research identifies a weakened HRD function. The key contribution of this paper lies with empirical evidence of post GFC constraints placed upon HRD strategies. It furthers whether alternative development approaches, mediated by organisational learning capabilities (OLC), might emancipate UK HRD Practical implications Originality/value This research provides initial findings of the impact of the economic climate. It considers new approaches which might resolve expiring HRD through more sustainable practices.
      PubDate: Tue, 06 Jan 2015 00:28:57 GMT
      DOI: 10.1108/EJTD-04-2014-0033
  • Developing the Model for Optimal Learning and Transfer (MOLT) following an
           evaluation of outdoor groupwork skills programmes
    • Authors: Sam Joseph Cooley et al
      First page: 104
      Abstract: European Journal of Training and Development, Volume 39, Issue 2, February 2015. Purpose This paper evaluates the perceived efficacy of outdoor groupwork skills programmes for undergraduate and postgraduate students, and the factors that influence its success. It also illustrates the use of Kirkpatrick’s (1994) 4-level model of training evaluation as a framework for qualitative investigation of learning and transfer, from the perspective of key stakeholders. Design/methodology/approach Over 24 hours of recorded data were collected using a video diary room, one-to-one interviews, and focus group discussions. Participants were current students (n = 66), alumni (n = 12), outdoor education instructors (n = 6), and academic staff (n = 5). The data was transcribed, and then analysed by conducting conventional content analysis. Prolonged engagement, triangulation, peer debriefing and referential adequacy were used to establish the trustworthiness and reliability of the analyses. Findings Outdoor groupwork skills programmes were widely viewed as being effective for developing interpersonal skills, attitudes and knowledge that were then further developed and applied during degree courses and later in the workplace. Four of the main perceived benefits were increased social integration amongst peers, academic success, personal development, and employability. A range of psychological and environmental factors were reported to influence the extent of skill development and transfer, and are presented in the Model for Optimal Learning and Transfer (MOLT). Practical implications This study supports outdoor groupwork skills programmes as an effective method of groupwork skills training during higher education, and offers recommendations for promoting learning and transfer following training courses. Originality/value This is the first study to systematically evaluate the long-term impact of outdoor groupwork skills programmes in higher education. A novel methodological approach is also demonstrated, which can be replicated in other contexts of training evaluation.
      PubDate: Wed, 07 Jan 2015 00:37:28 GMT
      DOI: 10.1108/EJTD-06-2014-0046
  • Leadership in a Humane Organization
    • Authors: Danielle Dimitrov et al
      First page: 122
      Abstract: European Journal of Training and Development, Volume 39, Issue 2, February 2015. Purpose The first empirical case study, in the fields of HRD and hospitality management, to explore the way employees from different national cultures (as measured by their individualistic/collectivistic values), in a US-based hotel, perceive their workplace to be a humane organization (HO), as defined by Chalofsky (2008), was the one made by Dimitrov (2009, 2010). More specifically, the example set by leadership in the studied hospitality organization is the focus of the present descriptive manuscript. The importance of HRD concepts such as the HO for the academic study and practical development of leadership in organizations is significant, through the effects leadership has on employee satisfaction and engagement at the workplace. Design/methodology/approach The exploratory research mentioned above employed a single embedded case study with 17 participants, selected via purposeful convenience sampling, who represented management, supervisory, and professional line-level employees from a culturally diverse full-service hotel in a major metropolitan area. The instrument of Singelis, Triandis, Bhawuk, and Gelfand (1995) for horizontal and vertical individualism (I) and collectivism (C), as well as the instrument of Triandis and Singelis (1998) for I and C, were applied to every respondent in order to determine their cultural belonging. One-on-one interviews, written reflections, documentary analysis, as well as observations of the social and physical aspects of the participants’ workplace were conducted. Findings Five leadership sub-themes were observed to the general theme ”Setting the Example” of the study’s findings: 1) company values for leadership styles and employee treatment; 2) the legacy of one charismatic leader (the previous general manager, GM); 3) leader-follower communication; 4) how the workplace feels intrinsically; and 5) how the work environment becomes negative. The study led to the formation of two new characteristics of the HO (Dimitrov, 2009), of which one could be recommended as the main focus of leadership in an HO: being cognizant and understanding of individuals as human beings, not just as employees. The traits and behaviors of some modern leadership theories such as authentic leadership, transformational leadership, and charismatic leadership were combined under the concept – humane leadership. Research limitations/implications The research of more culturally diverse organizations in different counties, brand cultures, and economic sectors, under various research methodologies, and in the context of classical and recent leadership theories, was recommended to establish further weather I and C employees’ expectations of their leadership would make a difference for the sustenance of an HO. Practical implications Furthermore, organizations and HRD practitioners are encouraged to invest more time, efforts, and resources into leadership development programs that create such humane leadership skills and prepare such quality leaders who are well-perceived and trusted by their culturally-diverse workforce. Originality/value The importance of HRD concepts such as the HO for the academic study and practical development of leadership in organizations is significant, through the effects leadership has on employee satisfaction and engagement at the workplace. Humane leaders can be nurtured in a humane organizational culture.
      PubDate: Tue, 06 Jan 2015 00:29:04 GMT
      DOI: 10.1108/EJTD-07-2014-0051
  • Examining the relationship between perceived organizational support,
           transfer of training and service quality in the Malaysian public sector
    • Authors: Abdul Rahim Zumrah et al
      First page: 143
      Abstract: European Journal of Training and Development, Volume 39, Issue 2, February 2015. Purpose This study investigates the relationships between perceived organizational support, transfer of training outcomes to the workplace and service quality in the context of public sector organizations in Malaysia. Design/methodology/approach The data for this study has been collected from three sources, the employees of public sector organizations in Malaysia, their supervisors and their colleagues through surveys. Findings The findings reveal that transfer of training has a mediating effect on the relationship between perceived organizational support and service quality. Practical implications The finding illustrate that both elements, which are the support from organization (in term of valuing employee contribution and cares about their well-being) and employee work attitude (applying the knowledge, skills and attitudes that learned in training on the job) are significant in influencing employee service quality. Originality/value This study adds to the small number of studies examining the mediator of the POS and service quality relationship. Such research is essential in order to understand a mechanism that link perceived organizational support and service quality. This study also extends the literature by examining together the factor (POS) and the consequence (service quality) of transfer of training. To date, the number of empirical studies that have examined the factor and the consequence of transfer of training in one framework is still limited.
      PubDate: Tue, 06 Jan 2015 00:28:49 GMT
      DOI: 10.1108/EJTD-09-2014-0066
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