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HUMAN RESOURCES (103 journals)                     

Showing 1 - 101 of 101 Journals sorted alphabetically
Accounting and Business Research     Hybrid Journal   (Followers: 37)
Accounting and the Public Interest     Full-text available via subscription   (Followers: 4)
Accounting Auditing & Accountability Journal     Hybrid Journal   (Followers: 35)
Accounting Education: An International Journal     Hybrid Journal   (Followers: 24)
Accounting Forum     Hybrid Journal   (Followers: 31)
Accounting, Organizations and Society     Hybrid Journal   (Followers: 47)
Advances in Accounting     Hybrid Journal   (Followers: 14)
Advances in Developing Human Resources     Hybrid Journal   (Followers: 33)
Afro-Asian Journal of Finance and Accounting     Hybrid Journal   (Followers: 9)
American Journal of Finance and Accounting     Hybrid Journal   (Followers: 25)
Annual Review of Organizational Psychology and Organizational Behavior     Full-text available via subscription   (Followers: 49)
Asia Pacific Journal of Human Resources     Hybrid Journal   (Followers: 331)
Asian Review of Accounting     Hybrid Journal   (Followers: 2)
Attachment & Human Development     Hybrid Journal   (Followers: 12)
Australian Accounting Review     Hybrid Journal   (Followers: 5)
British Accounting Review     Hybrid Journal   (Followers: 11)
Burnout Research     Open Access   (Followers: 10)
Coaching : Theorie & Praxis     Open Access   (Followers: 3)
Contemporary Accounting Research     Full-text available via subscription   (Followers: 33)
Corporate Governance and Organizational Behavior Review     Open Access   (Followers: 1)
Critical Perspectives on Accounting     Hybrid Journal   (Followers: 19)
EURO Journal on Decision Processes     Hybrid Journal   (Followers: 3)
European Accounting Review     Hybrid Journal   (Followers: 22)
European Journal of Training and Development     Hybrid Journal   (Followers: 13)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
FOR Rivista per la formazione     Full-text available via subscription  
German Journal of Human Resource Management     Hybrid Journal   (Followers: 7)
HR Future     Full-text available via subscription   (Followers: 4)
Human Relations     Hybrid Journal   (Followers: 66)
Human Resource and Organization Development Journal     Open Access   (Followers: 6)
Human Resource Development International     Hybrid Journal   (Followers: 27)
Human Resource Development Quarterly     Hybrid Journal   (Followers: 31)
Human Resource Development Review     Hybrid Journal   (Followers: 33)
Human Resource Management     Hybrid Journal   (Followers: 91)
Human Resource Management Journal     Hybrid Journal   (Followers: 86)
Human Resource Management Research     Open Access   (Followers: 27)
Human Resource Management Review     Hybrid Journal   (Followers: 65)
Human Resource Research     Open Access   (Followers: 1)
Intangible Capital     Open Access   (Followers: 2)
International Journal of Accounting     Hybrid Journal   (Followers: 2)
International Journal of Accounting and Finance     Hybrid Journal   (Followers: 20)
International Journal of Accounting Information Systems     Hybrid Journal   (Followers: 8)
International Journal of Accounting, Auditing and Performance Evaluation     Hybrid Journal   (Followers: 15)
International Journal of Banking, Accounting and Finance     Hybrid Journal   (Followers: 16)
International Journal of Behavioural Accounting and Finance     Hybrid Journal   (Followers: 12)
International Journal of Critical Accounting     Hybrid Journal   (Followers: 3)
International Journal of Economics and Accounting     Hybrid Journal   (Followers: 3)
International Journal of Ethics and Systems     Hybrid Journal   (Followers: 3)
International Journal of Human Capital and Information Technology Professionals     Full-text available via subscription   (Followers: 4)
International Journal of Human Resource Management     Hybrid Journal   (Followers: 57)
International Journal of Human Resource Studies     Open Access   (Followers: 17)
International Journal of Human Resources Development and Management     Hybrid Journal   (Followers: 31)
International Journal of Management Development     Hybrid Journal   (Followers: 13)
International Journal of Management Education     Hybrid Journal   (Followers: 10)
Journal of Accounting & Organizational Change     Hybrid Journal   (Followers: 6)
Journal of Accounting and Economics     Hybrid Journal   (Followers: 51)
Journal of Accounting and Public Policy     Hybrid Journal   (Followers: 8)
Journal of Accounting Education     Hybrid Journal   (Followers: 7)
Journal of Accounting Research     Hybrid Journal   (Followers: 37)
Journal of Advances in Management Research     Hybrid Journal   (Followers: 2)
Journal of Chinese Human Resource Management     Hybrid Journal   (Followers: 8)
Journal of Contemporary Accounting & Economics     Hybrid Journal   (Followers: 4)
Journal of Corporate Citizenship     Full-text available via subscription   (Followers: 1)
Journal of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1)
Journal of Global Responsibility     Hybrid Journal   (Followers: 5)
Journal of HR intelligence     Open Access   (Followers: 1)
Journal of Human Capital     Full-text available via subscription   (Followers: 14)
Journal of Human Development and Capabilities : A Multi-Disciplinary Journal for People-Centered Development     Hybrid Journal   (Followers: 24)
Journal of Human Resource and Sustainability Studies     Open Access   (Followers: 1)
Journal of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
Journal of Human Values     Hybrid Journal   (Followers: 5)
Journal of International Accounting, Auditing and Taxation     Hybrid Journal   (Followers: 5)
Journal of Marketing and HR     Open Access   (Followers: 7)
Journal of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 9)
Journal of Professions and Organization     Free   (Followers: 6)
Journal of Service Management     Hybrid Journal   (Followers: 9)
Kelaniya Journal of Human Resource Management     Open Access  
New Horizons in Adult Education and Human Resource Development     Hybrid Journal   (Followers: 13)
NHRD Network Journal     Full-text available via subscription  
Open Journal of Leadership     Open Access   (Followers: 19)
Organizational Behavior and Human Decision Processes     Hybrid Journal   (Followers: 77)
Pacific Accounting Review     Hybrid Journal  
Personality and Individual Differences     Hybrid Journal   (Followers: 28)
Personnel Assessment and Decisions     Open Access   (Followers: 2)
Personnel Review     Hybrid Journal   (Followers: 16)
Professions and Professionalism     Open Access   (Followers: 9)
Psychologie du Travail et des Organisations     Hybrid Journal  
Public Personnel Management     Hybrid Journal   (Followers: 14)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7)
Quarterly National Accounts - Comptes nationaux trimestriels     Full-text available via subscription  
Research in Accounting Regulation     Hybrid Journal   (Followers: 2)
Research in Human Development     Hybrid Journal   (Followers: 6)
Review of Accounting Studies     Hybrid Journal   (Followers: 28)
Review of Public Personnel Administration     Hybrid Journal   (Followers: 12)
Review of Quantitative Finance and Accounting     Hybrid Journal   (Followers: 9)
Revista Gestión de las Personas y Tecnología     Open Access  
Revista Portuguesa e Brasileira de Gestão     Open Access  
South Asian Journal of Human Resources Management     Full-text available via subscription   (Followers: 4)
Southern African Journal of Accountability and Auditing Research     Full-text available via subscription  
Sri Lankan Journal of Human Resource Management     Open Access   (Followers: 1)
Strategic HR Review     Hybrid Journal   (Followers: 9)

           

Similar Journals
Journal Cover
Advances in Developing Human Resources
Journal Prestige (SJR): 0.614
Citation Impact (citeScore): 2
Number of Followers: 33  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1523-4223 - ISSN (Online) 1552-3055
Published by Sage Publications Homepage  [1141 journals]
  • Virtual HRD’s Role in Crisis and the Post Covid-19 Professional
           Lifeworld: Accelerating Skills for Digital Transformation
    • Authors: Elisabeth E. Bennett, Rochell R. McWhorter
      Pages: 5 - 25
      Abstract: Advances in Developing Human Resources, Volume 23, Issue 1, Page 5-25, February 2021.
      The Problem.The Covid-19 pandemic brought unprecedented crisis to a world already undergoing digital transformation. Millions of people began working virtually to prevent the spread of disease and to maintain business continuity, suddenly participating in virtual human resource development (VHRD) and alternative work strategies that helped organizations adapt to current challenges and prepare for future disruption. The purpose of this article is to analyze VHRD’s role in the crisis and the transition to a new era marked by further disruption and change.The Recommendation.This article provides a primer for understanding the environmental perspective of VHRD, analyzes reskilling and upskilling trends during the pandemic and for early stages of the fourth industrial revolution, and addresses learning, adaptation, cultural, workplace, and economic implications. We argue that many of the changes to the workplace were already underway, but the pandemic has accelerated transformation. For this reason, organizations must anticipate more digital transformation, strategize VHRD, and leverage learning assets to prepare for the future.The Stakeholders.This article is of interest to those helping their organizations to not only recover from crisis, but to thrive in a new era of work that is being fundamentally transformed by technology. The audience includes organizational leaders, HRD professionals, workers, scholars, as well as school personnel seeking to prepare learners for future career conditions.
      Citation: Advances in Developing Human Resources
      PubDate: 2021-01-08T12:08:27Z
      DOI: 10.1177/1523422320973288
      Issue No: Vol. 23, No. 1 (2021)
       
  • Preface: Developing an Organization Through Work Life Balance-Driven Leave
    • Authors: Emily Hammer
      First page: 99
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemEmployee leave amidst the Coronavirus pandemic brings about key questions regarding organizational support and development. Current corporate and public policies are written into employee handbooks where they are lauded as supportive economic, social, and sustainable policies for helping people (i.e., workers) achieve humane needs, but are proving to be lacking for truly providing support in the most troubling times.The SolutionThe field of Human Resource Management (HRM) and Human Resource Development (HRD) provide unique perspectives on developmental, performance-enhancing, and supportive structures for organizations to thrive. This Issue examines methods for creating truly supportive policies amidst the fallout of the global pandemic not only supports organizational longevity but demonstrates how valued employees truly are within the organization while meeting the labor demands of the market.The StakeholdersThis Special Issue reflects the strong correlation of work-life balance with HRD researchers, administrators and practitioners alike who recognize the value of employee leave and effective policy implementation.
      Citation: Advances in Developing Human Resources
      PubDate: 2021-01-23T11:58:54Z
      DOI: 10.1177/1523422320982922
       
  • Human Resource Development Before, During, and After Military Leave
    • Authors: Kenneth M. Sweet, Stephanie L. Black
      First page: 106
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemMany organizations are ill-equipped to mitigate the talent management challenges associated with extended leave for military reservists. Today, reservists take more long-term leave from civilian employment than at any point in modern history, due to more frequent and longer periods of active service resulting from persistent conflict. Yet, there is a lack of research on managing the dual careers of military reservists, and limited guidance is available for human resource development (HRD) professionals.The SolutionWe propose that opportunity exists in the effective career management of reservists, who receive extensive military training. This article draws on inclusivity research to provide a model for managing the HRD aspects of extended military leave. Rather than focusing on the compliance aspects of military leave, we believe organizations can increase the performance, commitment, and career progression of reservists to better capitalize on the skills and competencies gained through military service.The StakeholdersThis article offers practitioners of HRD and HRM insights into building inclusive organizations for military reservists. Implications may also be of interest to scholars of military psychology, military reservists, and military-connected employees.
      Citation: Advances in Developing Human Resources
      PubDate: 2021-01-27T11:51:56Z
      DOI: 10.1177/1523422320982928
       
  • Flexible Work Arrangements: A Human Resource Development Tool to Reduce
           Turnover
    • Authors: Marvin Bontrager, M. Suzanne Clinton, Lee Tyner
      First page: 124
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The Problem.An increasing number of organizations are experiencing concerns from employees regarding work-life balance. Organizations that have chosen to implement formal flexible work arrangements (FWAs) have experienced reluctance from their employees to participate. COVID-19 has forced the hand further toward FWAs, and created additional work life balance concerns.The Solution.FWAs present an opportunity for organizations to address work-life balance concerns, especially amid the black swan event of COVID-19. Implementing FWAs provides opportunity for organizations to reduce turnover and facilitate employee development through work life balance programs.The Stakeholders.The informal processes of FWAs should receive due attention by HRD practitioners and scholars alike.
      Citation: Advances in Developing Human Resources
      PubDate: 2021-01-23T11:57:15Z
      DOI: 10.1177/1523422320982930
       
  • HRD Interventions that Offer a Solution to Work-Life Conflict
    • Authors: Emily Hammer
      First page: 142
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemBalancing work and life can be difficult. In a new world of work amidst COVID-19, balancing work and life has become even more challenging. Employees are struggling to adjust their work-life obligations while maintaining performance expectations. Providing employee support to reduce stress and minimize adverse effects on performance outcomes requires employer action.The SolutionHRD interventions are recommended as organizational support mechanisms. These interventions are designed to reduce stress produced by work life conflict, particularly during stressful organizational events. Through organizational support, employees are offered the opportunity to increase individual performance.The StakeholdersHRD and HRM professionals, scholars, organizational planners, organizational leaders and managers, and all others who have a vested interest in employee well-being.
      Citation: Advances in Developing Human Resources
      PubDate: 2021-02-03T12:22:14Z
      DOI: 10.1177/1523422321991192
       
  • Not Your Parents’ Organization' Human Resource Development Practices
           for Sustainable Flex Work Environments
    • Authors: Ethan P. Waples, Meagan E. Brock Baskin
      First page: 153
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The Problem.Everything we know and understand about flexible work arrangements (FWAs) revolves around extant research exploring the effects and effectiveness of FWAs based on samples in which organizations and/or employees freely adopted their use. In a post COVID-19 world, organizations implemented FWAs and employees who may not have been prepared for or desired such arrangements. This has resulted in implementing FWAs in situations where the job, culture, or person does not “support” FWAs.The Solution.We suggest the economic uncertainty of the ongoing COVID-19 pandemic should shift Human Resource Development (HRD) attention to managing the organizational climate of work and work expectations, specifically with regard to FWAs. We discuss how HRD practitioners can help, specifically by preparing managers for enhanced communication and feedback, as well as through supporting employee development via proactive job crafting, to better prepare managers and workers to accept and flourish in FWAs both short and long term.The Stakeholders.The stakeholders for this article include decision-makers in organizations interested in driving success through long-term initiatives rooted in developing human capital. In addition, this article should resonate with HRD professionals interested in working with managers and employees to systematically build sustainable FWA systems.
      Citation: Advances in Developing Human Resources
      PubDate: 2021-02-02T05:29:11Z
      DOI: 10.1177/1523422320982933
       
  • Post-Leave (Return to Work) Training Needs and Human Resource Development
    • Authors: Denise R. Philpot, Mariya Gavrilova Aguilar
      First page: 171
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemEmployee leave is impacted by a variety of laws that address employer obligations and employee responsibilities. While the employee leave process is managed by an organization’s Human Resource Management (HRM) function, in most cases these laws and internal organizational policies and procedures do not address the training needs related to the employee’s return to work and subsequent integration into the workplace. Training, and Development is a component of Human Resource Development (HRD) and thus HRD should be largely involved in the employee’s transition back to work. In addition, supervisors/managers should examine their role in to evaluating the training needs of the employee and facilitating a successful post-leave return to work. The HRD literature can benefit from an integrated model of.The SolutionThis article reviews an important workplace phenomenon existing at the intersection of Human Resource Management (HRM) policies related to employee leave and HRD practices related to addressing training needs upon return to work and emphasizing employee orientation and integration back into the workforce. As a major component of HRD, Organization Development (OD) can also be employed to create a supportive organizational culture for employees on leave. We synthesize existing research on post-leave and rely on the HRD literature to propose solutions that highlight employee training and development interventions. Recommendations for practitioners include how to improve the workplace environment for employees prior to their leave as well as upon return, how to enhance the existence of orientation programs, and how to properly train managers to work well with employees and assess their training needs upon return from leave.The StakeholdersHRD practitioners that are looking to improve leave policies and documented practices as they pertain to the performance and training needs of leave-taking employees upon returning to work as well as managers that strive to ensure returning employees have the knowledge and skills necessary to regain previous levels of competence and productivity will be interested in this research.
      Citation: Advances in Developing Human Resources
      PubDate: 2021-03-05T10:43:23Z
      DOI: 10.1177/1523422320982935
       
  • Paradigm and Cultural Shifts on Employee Leave and Work-Life Initiatives
    • Authors: Zahir I. Latheef
      First page: 185
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemPolicies on employee leave and flexible workplace arrangements have not met the needs of employees in achieving work-life balance. Even when such policies do exist, employers are largely unable to actualize the benefits of these policies. These challenges have been exacerbated by the global pandemic creating more demand for work-life flexibility practices.The SolutionOrganizations must engage in a paradigm and cultural shift to achieve the benefits of work-life policies and practices. An organizational culture that moves beyond a human resource management (HRM) lens of administration and compliance to a human resource development (HRD) lens of support and development is central to overcoming this challenge.The StakeholdersStakeholders for this concluding article include executive leaders of organizations, HRD and HRM scholars and practitioners.
      Citation: Advances in Developing Human Resources
      PubDate: 2021-01-29T11:59:31Z
      DOI: 10.1177/1523422320982937
       
  • Corrigendum
    • Abstract: Advances in Developing Human Resources, Ahead of Print.

      Citation: Advances in Developing Human Resources
      PubDate: 2020-01-10T12:06:50Z
      DOI: 10.1177/1523422320901919
       
  • A New Normal: The Changed Landscape of Human Resource Development in the
           Wake of COVID-19
    • Authors: Marilyn Y. Byrd
      First page: 3
      Abstract: Advances in Developing Human Resources, Ahead of Print.

      Citation: Advances in Developing Human Resources
      PubDate: 2020-11-20T11:56:36Z
      DOI: 10.1177/1523422320973957
       
  • Reshaping HRD in Light of the COVID-19 Pandemic: An Ethics of Care
           Approach
    • Authors: David McGuire, Marie-Line Germain, Kae Reynolds
      First page: 26
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemThe COVID-19 pandemic has shone a stark light on workplace inequities and injustices. Aside from disrupting daily routines and ways of working, the pandemic has unmasked significant and troubling differences in the treatment and status of productive and reproductive labor. As we recover from the pandemic, how can workplaces properly recognize and value the contribution of reproductive labor'The RecommendationWe focus on ethics of care as a foundational aspect of learning and human development. Care is proximal and contextual and expressions of care require managers and HRD professionals to engage with and address employees’ needs in a way that recognizes the complexity of individual situations. This may lead to the transformation of work and workplaces and bring employees into a more participatory, inclusive and democratic relationship with employers. We offer four suggestions for how HRD practitioners can practically embed an ethics of care approach within organizations.The StakeholdersThis article is relevant to human resource development (HRD) scholars and practitioners who are interested in building sustainable, caring and healthy workplaces in a post-pandemic world.
      Citation: Advances in Developing Human Resources
      PubDate: 2020-11-20T11:56:16Z
      DOI: 10.1177/1523422320973426
       
  • Developing Competencies for Emotional, Instrumental, and Informational
           Student Support During the COVID-19 Pandemic: A Human Relations/Human
           Resource Development Approach
    • Authors: Brenda Lloyd-Jones
      First page: 41
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemThe COVID-19 pandemic required many college and university faculty members to transition quickly from traditional classroom instruction to virtual, online learning. Aside from mastering technical skills needed to maintain an uninterrupted learning environment, faculty were challenged with mastering social-emotional competencies for maintaining continuity in relationships (e.g. student/peer, student/instructor). This dilemma highlights transdisciplinary relationships between the fields of human relations (HRL) and human resource development (HRD).The RecommendationIn this article, a framework is introduced and recommended for understanding the experiences of a university faculty member who, in addition to mastering technical competencies (e.g., coaching, care, collaboration), was also challenged with developing social-emotional support behaviors (e.g., emotional, instrumental, informational) while maintaining continuity in established relationships as a transdisciplinary HRL/HRD response to the pandemic.The StakeholdersThis article offers faculty, higher education administrators, human relations professionals, and human resource development scholars/practitioners a model for ways in which to work professionally within the “new normal.”
      Citation: Advances in Developing Human Resources
      PubDate: 2020-11-30T01:23:02Z
      DOI: 10.1177/1523422320973287
       
  • Not All Those Who Wander Are Lost: Critically Reflective Research for a
           New HRD Landscape
    • Authors: Oliver S. Crocco, Robin S. Grenier
      First page: 55
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemThe pandemic and subsequent changes to norms and practices in the workplace mean that for many, existing meaning-making structures are challenged and the limits of existing ways of knowing are revealed. The problem for HRD scholars and practitioners is that dominant approaches to research are largely insufficient for understanding individuals’ meaning making in response to the pandemic.The RecommendationsTwo critically reflexive method/ologies are presented and overlaid with Constructive-Developmental Theory (CDT) to offer not only a means of capturing data about individuals’ experiences during/post-pandemic but for interpreting the data with an understanding of the mental complexities associated with capturing an emic perspective.The StakeholdersStakeholders include HRD scholars and practitioners who conduct research in organizations.
      Citation: Advances in Developing Human Resources
      PubDate: 2020-11-21T08:46:27Z
      DOI: 10.1177/1523422320973425
       
  • The Changing Learning Technological Landscape for Trainers in the Wake of
           COVID-19
    • Authors: Claretha Hughes
      First page: 66
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemDue to the unexpected and rapid spread of COVID-19 throughout the world, training professionals are faced with three distinct problems: (1) lack of technological infrastructure; (2) the conflict between essential and non-essential workers; and (3) the ability to rapidly train workers to use new technology while working from home. Trainers are seeking to help workers and organizations use learning technologies to navigate the continuously changing workplace landscape in the midst of and after the COVID-19 pandemic.RecommendationForced expansion of learning technologies by trainers during COVID-19 provides an opportunity to expand worker development. Not only will trainers expand their knowledge of the use of technology, they will also become better proficient at selecting appropriate technology for employee development. Trainers should become better advocates for the use of technology by demonstrating their own expertise in using learning technologies; use their communication skills to teach workers about context and how to transition current skills into new jobs; and help workplace leaders better understand how technology and people can co-exist in the workplace.StakeholdersThe stakeholders who can benefit from this article are trainers, workplace leaders, workers who are forced to work from home, essential workers who must go to work each day, displaced workers, furloughed workers, and laid off workers.
      Citation: Advances in Developing Human Resources
      PubDate: 2020-11-21T05:07:53Z
      DOI: 10.1177/1523422320972108
       
  • Engaging Communities in Challenging Times: Lessons Learned from the Master
           Gardener Program During the COVID-19 Pandemic
    • Authors: Emmanuel Osafo
      First page: 75
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemThe centrality of community engagement to the success of higher education is incontestable. When the coronavirus (COVID-19) pandemic emerged in early 2020, organizations and institutions, including universities had to suspend most community engagement activities, which is predominantly done in-person, across states in order to reduce the spread of the virus. This was a call for strategic rethinking to remain mission focused in adverse situations.The RecommendationI recommend the modified Framework for University Community Partnership (UCP) and scenario planning, a widely utilized support scheme for strategic decision making to human resource development (HRD) practitioners as pivotal for community engagement. This article seeks to help organizations adjust effectively to the “new normal.”The StakeholdersThis article seeks to provide the impetus for higher education institutions to effectively develop community engagement processes in the post-COVID-19 era. Furthermore, the article is written to benefit HRD professionals, nonprofit organizations, volunteers, and other community engagement programs.
      Citation: Advances in Developing Human Resources
      PubDate: 2020-11-30T01:22:42Z
      DOI: 10.1177/1523422320972142
       
  • Informal and Incidental Learning in the time of COVID-19
    • Authors: Karen E. Watkins, Victoria J. Marsick
      First page: 88
      Abstract: Advances in Developing Human Resources, Ahead of Print.
      The ProblemCOVID-19 has brought challenges to all sectors of society, from leadership at the top to service at the front lines. Learning (and unlearning) by its very nature will play an outsize role in our reinvention and renewal. Much of that learning will be informal and incidental learning. How can complexity science help us think about informal and incidental learning in a pandemic and how might we develop our capacity to productively learn given these turbulent circumstances'The SolutionWorkplace educators are encouraged to take a complexity perspective on their work post-COVID-19 and to enlarge their repertoire of responses to learning needs to include informal and incidental learning. A critical role for these individuals will be to help workers increase their skill in being proactive, critically reflective, creative, and playful as they learn informally. We encourage use of design thinking—coupled with knowledge-intensive tools, data visualization modeling, imagination, and abductive reasoning—to reframe how we learn in times of complexity in the time of COVID-19.The StakeholdersAll of us have to learn our way through during this great reset. Every sector, every workplace, will be affected by the changes wrought by a pandemic and an economy in jeopardy. Thus all who learn and particularly those of us who help shape and guide workplace learning have a stake in understanding complexity and how to enhance informal and incidental learning as a strategically important response to these times.
      Citation: Advances in Developing Human Resources
      PubDate: 2020-11-25T05:37:34Z
      DOI: 10.1177/1523422320973656
       
 
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