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European Journal of Training and Development
Journal Prestige (SJR): 0.477  Citation Impact (citeScore): 1 Number of Followers: 15  Hybrid journal * Containing 2  Open Access article(s) in this issue *ISSN (Print) 2046-9012 - ISSN (Online) 2046-9020 Published by Emerald  [362 journals]
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- High school graduates navigating the workplace in South Korea: challenges,
strategies and the role of HRD-
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Authors: Hyerim Cho, Stephanie Sisco
Abstract: Education-based discrimination has not received sufficient attention within the field of human resource development (HRD), which can provide practical interventions to help solve the hardships of high school graduate employees (HSGEs). This paper aims to bring this issue to the forefront by framing the current marginalization of South Korean HSGEs as an individual-level issue that has repercussions to early career development, and also as an organizational-level issue that has implications on workplace learning and development. This paper used an integrative literature review method by analyzing studies that have focused on the challenges faced by HSGEs. The objective was to identify patterns of their experiences and call attention to strategies they utilize to cope with the marginality they face in the workforce. The Korea Citation Index (KCI), a database that manages Korean domestic journals, was used. In total, 187 articles were found, and 15 articles succinctly matched the research criteria. HSGEs struggled with employment unreadiness and faced discrimination based on their academic background, young age and low-rank position within organizations. In turn, they were vulnerable to poor working conditions (e.g., high work intensity, long working hours, etc.). These challenges led HSGEs to pursue a college degree and/or engage in workplace learning. The use of critical human resource development (CHRD) has typically been limited within a South Korean context. We deliberately applied a critical perspective to raise awareness about how contemporary forms of marginality have gone unchecked, specifically by interrogating the exclusion and disempowerment experienced by HSGEs.
Citation: European Journal of Training and Development
PubDate: 2024-07-29
DOI: 10.1108/EJTD-10-2023-0169
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- The role of employees in continuous improvement: a study on employee
participation-
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Authors: Ying Yang, Biao Yang, George Onofrei, Hung Nguyen, Elena Hlaciuc
Abstract: This study aims to delve into the mechanisms through which managers can enhance employee participation effectively. This study adopts the Motivation-Opportunity-Ability (MOA) framework to identify the interrelationships among various drivers. Different levels of Continuous Improvement (CI) maturity were also considered to assess the effectiveness of these drivers on employee participation. An in-depth case study was conducted, involving the selection of four business units from a multinational manufacturer in Germany to represent varying levels of CI maturity. This study uncovered intermediary variables that mediate the impact of drivers on the high-level MOA variables. It also revealed how the effectiveness of these drivers varies across different levels of CI maturity. While different facets of CI have been scrutinized, the importance of employee participation stands out as pivotal for achieving enduring and meaningful progress. Despite this recognition, many business organizations continue to grasp with the challenge of motivating their employees to actively engage in CI initiatives. This study extends the applicability of the MOA framework and enriches the CI literature by offering deeper insights into the behavioural perspectives of employees. In practical terms, the findings of this study provide valuable guidance to decision-makers and HR department on staff training and development, enabling them to formulate more effective strategies aimed at fostering and augmenting employee participation in CI endeavours.
Citation: European Journal of Training and Development
PubDate: 2024-07-25
DOI: 10.1108/EJTD-10-2023-0167
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- Validation of knowledge hiding measurement in South Korea
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Authors: Jaehong Joo, Yunsoo Lee, Ji Hoon Song
Abstract: Given that knowledge hiding hampers the management of employee knowledge, it is important to measure the phenomena before applying the intervention to alleviate it. This paper aims to validate knowledge hiding measurements in South Korea. The research collected 420 and 415 different Korean employee samples for each study, and they responded to their quality of knowledge hiding. The research conducted factor analysis using Mplus software and the Rasch model using JMetrik software based on the item response theory. The research validated Korean versions of knowledge hiding measurements consisting of three factors and ten items. The study also found that knowledge hiding has a negative relationship with knowledge sharing and an unexpectedly positive relationship with team creativity. The study confirmed that the modified measurement yields acceptable discriminant and convergent validity. The research relied on self-reported data and may have an issue measuring their knowledge hiding generously. Therefore, researchers are encouraged to measure it from others, including supervisors and colleagues. This research has theoretical implications for psychometrically and systematically validating the measurement. The research includes practical implications for contributing to Human resource development practitioners could assess employee traits accurately and manage their negative knowledge behavior. The research suggests the implications for detecting a positive relationship between knowledge hiding and team creativity. The study discussed that the specific climate could contribute to team creativity in Eastern contexts. The research identified the importance of a psychometric validating process in the development of measurements.
Citation: European Journal of Training and Development
PubDate: 2024-07-24
DOI: 10.1108/EJTD-01-2024-0004
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- Toward an analysis of employer engagement in the TVET system for 10 ASEAN
member states-
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Authors: Hanna Moon, Jihee Choi
Abstract: This study aims to analyze employer’s engagement to the technical and vocational education and training (TVET) system among ASEAN member states by developing the analytical framework. Data collection has been made through collaboration between the research team and the ASEAN regional consultants recruited for the project by using the survey questionnaire. ASEAN member states are analyzed based on the framework, which includes the existence of meeting, the existence of law or regulation, the degree of influence of meeting to TVET and the degree of influence of the employers to TVET. Employers’ engagement can play its significant role as part of monitoring the skills demand of labor market. If the country can build feedback mechanism which circulates skills supply and demand on behalf of individual sectors, it will help reduce the skills gap. The pace of economic development is and has been more rapid among 10 ASEAN member states. To analyze employer’s engagement to the TVET system among ASEAN member states, developing the analytical framework is imperative. Not only is there insufficient labor market information for each country, but there is also a lack of information linking the labor market and TVET system.
Citation: European Journal of Training and Development
PubDate: 2024-07-09
DOI: 10.1108/EJTD-07-2023-0109
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- Corporate social responsibility, the United Nations’ Sustainable
Development Goals and financial performance, with implications for human
resource development-
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Authors: Ekta Sharma, Gary N. McLean
Abstract: India is one of the fastest developing economies, but it faces numerous socioeconomic problems, such as hunger, poverty, under- and unemployment, gender inequity and illiteracy. Corporate social responsibility (CSR) funding at the corporate level could tackle these socioeconomic problems, providing support to the nation’s overall development. Mandated CSR expenditures, in alignment with the achievement of the sustainable development goals (SDGs) of the United Nations, would support the nation’s contributions to building a sustainable future. Several questions, however, remain. Thus, this study aims to explore relationships between a company’s gross and net profits and its expenditures for CSR; and mapped the specific CSR activities used to address each of the 17 UN SDGs and then draw implications for human resource development (HRD). The data were gathered from published annual reports (2019–23) of 60 Fortune 500 Indian companies. A zero-order correlation was used to find the relationship between CSR expenditure and gross, as well as net, profits. Furthermore, the CSR activities of the sample were mapped with the UN SDGs. There was a positive, moderate to strong correlation between CSR expenditures and gross profit (r = 0.82, p < 0.01), but for net profit, the correlation was strong (r = 0.85, p < 0.01). All CSR activities mapped to at least one of the SDGs. The alignment of CSR activities and SDGs based on Fortune 500 Indian companies has not yet been explored. Also, no study to date discusses the gaps in the CSR expenditures for specific UN SDGs.
Citation: European Journal of Training and Development
PubDate: 2024-07-02
DOI: 10.1108/EJTD-10-2023-0151
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- The mediating role of career resilience on Gen Z’s emotional
intelligence and career outcomes-
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Authors: Bhagyashree Barhate, Bradley G Winton, Casey Maugh Funderburk
Abstract: This study aims to investigate the mediating effect of career resilience (CR) on Generation Z’s emotional intelligence (EI) and perceived career outcomes such as career satisfaction (CSAT), burnout and intention to leave a career. In its short organizational tenure, Gen Z has faced the adverse effects of global events affecting their views of career and, ultimately, CR. A cross-sectional survey method was used to test the hypothesized relationship. A total sample of 160 respondents were assessed. Hypotheses in this study were tested by using Hayes’s (2018) PROCESS tool based on OLS regression and with a bootstrap method. The most significant finding of this study concludes that although small, CR has a positive mediating indirect effect on Gen Z’s CSAT and burnout. However, contrary to past findings, we found a negative relationship between Gen Z’s EI and CR. Furthermore, although EI and CSAT have a positive relationship, CR and CSAT are negatively correlated. Meanwhile, Gen Z’s EI through CR positively affects Gen Z’s CSAT. The study has implications for how organizations can attract, retain and engage Gen Z. Despite Gen Z being a part of the workforce for at least six years, limited empirical research on Gen Z has been published. Indeed, Gen Z’s workforce inexperience does not yield in-depth explanations of CR concepts; however, as we continue to learn more about Gen Z and their interactions with the work environment, the authors begin to get a peek into the future of the workforce.
Citation: European Journal of Training and Development
PubDate: 2024-06-25
DOI: 10.1108/EJTD-01-2024-0014
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- “I love and dream of a future where we're all coaches” – an analysis
of multiple perspectives on managerial coaching-
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Authors: Jenni Jones, Henriette Lundgren, Rob Poell
Abstract: The purpose of this paper is to explore multiple perspectives on managerial coaching: why and how managers engage, employees and human resource development (HRD) professionals’ perspectives on the use and how HRD and managers can better support each other with it. This study used secondary analysis of empirical data already collected through a transnational study from 20 different medium-size to large organisations in the Netherlands, the UK and the USA. For this study, 58 interviews referring to coaching were analysed from 18 of these organisations, from these 3 different countries and from 3 stakeholder groups: managers, employees and HRD professionals. Findings show that managers perform a variety of “on the job” informal coaching roles and that HRD professionals lead the more formal aspects. Managers felt that HRD support was limited and hoped for more. A limited number of employees mentioned coaching, but those that did highlighted the different types of coaching they received in the workplace, referring to managers but with little recognition of HRD’s role. HRD professionals shared how they support managers through both informal and formal coaching approaches, but this was not fully acknowledged by neither managers nor employees. The findings of this study contribute to the literature on devolved HRD practices, highlighting that managers are engaging more in managerial coaching with their teams, that potentially employees are not that aware of this and that managers and employees are not fully aware of HRD’s contribution to supporting coaching and feel they could do more. As a result, this study suggests that HRD professionals have a clear role to play in creating and leading the supportive organisational culture for coaching to thrive, not only in setting the “coaching scene” for managers to work within but also through offering support for long-term capacity building for all employees. Through the diffusion of key HRD activities into managerial roles, and while internal coaching is gaining more momentum, managers now step up when coaching their teams. This study extends the limited prior research on managers’ and others’ (employees and HRD) beliefs about the coaching role in the workplace. This study highlights the changing role of the manager, the need for HRD to offer more support for the joint role that managers are taking (manager and coach) and the partnership potential for HRD professionals to include all stakeholders including employees.
Citation: European Journal of Training and Development
PubDate: 2024-06-18
DOI: 10.1108/EJTD-11-2023-0181
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- A reciprocal – reflective approach to learning: concept and model
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Authors: Paul Lyons, Randall Bandura
Abstract: The purpose of this paper aimed primarily at the practitioner is to offer foundational information regarding reciprocal-reflective approach to learning (RRAL). Presentation and explanation include conceptual and theory grounding of the processes to be initiated by a manager for collaboration with an employee. A detailed model reflective of the approach is presented. Conceptual and practice-aimed information may be adapted for training and development. Explanations of employee learning often place the manager in role(s) of teacher, guide, coach and/or expert. Proposed here is an approach in which manager and individual employee, jointly, make use of a learning approach which is representative of an experiential, action or problem-based form of learning from which they both can learn. The manager can initiate the process in which both participants collaborate to identify some specific, shared learning goals aimed at the matters under consideration. Other goals, likely more personal in the case of each participant, may also be identified and efforts made to help one another attain progress regarding such goals. The RRAL process as explained mirrors a bifurcation of instrumental behaviors (focus on learning activities) and emotional behaviors (caring and sharing resulting in a strengthened relationship and trust). Relying on research that clearly identifies various supportive behaviors on the part of the manager, a detailed example of a plan is provided. The plan is driven by shared aims, focus, feedback and adjustment. In addition to individual learning goals, the manager has the opportunity to make her/his own role adjustments that lead to positive, supportive actions stimulating the quality of the relationship with the employee including the building of trust. Using the example provided as a guide can be very helpful to a manager with limited experience in instigating employee learning and change. Initial use may be regarded as an experiment subject to much analysis and discussion by both participants as they contemplate how to work together in future reciprocal learning endeavors. Currently, there is little research available that expresses how manager and employee can work as partners on some matter (change, problem, improvement) in a collaborative, reciprocal fashion. This paper, as an example, should demonstrate that skills and knowledge of both participants can improve and progress made regarding the issue at hand. The RRAL can be fashioned by the participants to yield progress and a more positive relationship.
Citation: European Journal of Training and Development
PubDate: 2024-06-13
DOI: 10.1108/EJTD-09-2023-0133
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- Motivation on training transfer: a moderated moderation model of personal
capacity for transfer and gender-
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Authors: Emna Gara Bach Ouerdian
Abstract: Previous research suggests that motivation to transfer is related to the effective transfer of training, but less is known about the boundary conditions of this relationship. Therefore, this study aims to propose that motivation to transfer is more strongly related to training transfer when employees have a stronger personal capacity for transfer. The author also hypothesizes that this two-way interaction is further moderated by gender. Using a cross-sectional design and a sample of 257 Tunisian workers, a three-way interaction model with the PROCESS macro (Hayes, 2018) was used to test the hypotheses. Results show that workers respond to motivation to transfer with increased training transfer. Personal capacity for transfer and gender moderated the proposed relationship. Thus, the interaction effect between motivation to transfer and personal capacity for transfer is significant for women but not significant for men. More specifically, motivation to transfer is more likely to predict training transfer among women with high personal capacity for transfer than among those with low. This study adds to the literature on motivation to transfer and training transfer by explaining two boundary conditions in this relationship and by recognizing the conditional interaction effect of gender on the moderating effect of personal capacity for transfer.
Citation: European Journal of Training and Development
PubDate: 2024-06-04
DOI: 10.1108/EJTD-01-2024-0011
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- Utilization of theories in talent development: mapping the field of HRD
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Authors: Nikol Naňáková, Miroslav Dopita
Abstract: The process of talent development (TD) is one of the current trends in HRM and human resource development (HRD). Although scientific literature addressing the topic emphasizes that through development of talents, organizations can increase their productivity, performance and competitiveness, little is known so far concerning the development of this research field as a whole and particularly concerning theories prevailing in the area. While research into the field has been ongoing for two decades, the area has not yet been systematized based on key theories used as starting points for the research. The purpose of this paper is to focus on which theories in HRD are used in TD. Concerning the topicality of TD, the present article provides a systematic review of literature summarizing current theories in TD based on the currently used typology of theories in HRD, adding the fourth pillar to the existing three, i.e. theories concerning adult learning and education, to increase the stability of the typology. The paper argues that the area of TD prevalently uses sociological, psychological and ethical theories, which may be attributed to trends in HRD. The insufficient representation of theories of learning in TD, particularly in view of the fact that adult learning and development is the essence of TD, is an important finding. This finding is particularly important for science concerning adult learning and education. The benefit of the presented analysis lies in a systematization of the individual theories and a comprehensive overview of the current theoretical framework of TD, as well as suggestions for future research making use of adult learning and education theories.
Citation: European Journal of Training and Development
PubDate: 2024-05-09
DOI: 10.1108/EJTD-10-2023-0165
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- Motivations of internal workplace coaches: what attracts them to the
role' A mixed-methods study-
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Authors: Mark Robson, George Boak
Abstract: Internal workplace coaches are employees who, in addition to their main job, volunteer to provide coaching to work colleagues who are not their direct reports. The purpose of this paper is to explore what motivates these individuals to volunteer to be an internal workplace coach and to continue carrying out the role. To explore the experiences of internal coaches, a questionnaire was devised and issued; it attracted 484 responses – the largest survey response to date from this population. Following analysis of the questionnaire data, semi-structured interviews were carried out with 20 internal coaches from private, public and not-for-profit UK organisations. The responses were analysed in relation to motivation theory, principally self-determination theory. Individuals were motivated to volunteer for the role, and to continue to practise as coaches, in the most part to satisfy intrinsic needs for competence, relatedness and autonomy. The research presents rich information about how coaches perceived these needs were satisfied by coaching. In general, there were only moderate or poor levels of support and recognition for individual coaches within their organisation, indicating limited extrinsic motivation. The practical implications are that organisations can draw on the findings from this study to motivate individuals to volunteer to be internal coaches and to continue to act in that role. Many organisations use internal coaches, but there is very little research into what motivates these volunteers.
Citation: European Journal of Training and Development
PubDate: 2024-04-30
DOI: 10.1108/EJTD-10-2023-0156
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- Addressing brain drain through employee development: the interplay of
organizational commitment, turnover intention, and individual differences
in Lebanon’s health-care sector-
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Authors: Raghida Abdallah Yassine, Ronald Lynn Jacobs
Abstract: The purpose of this study is to explore the influence of employee development programs on organizational commitment and its subsequent impact on employee turnover intention by considering individual differences for non-medical staff in a health-care institution in Lebanon. This study is relevant in understanding and addressing the brain drain phenomenon in the Lebanese health-care sector. Correlational analysis and hierarchical regression were conducted to examine the relationships among employee development, organizational commitment and turnover intention. The study also made use of Process by Hayes to examine the existence of a moderated mediated relationship, which is the central point of this research. Results indicate that when holding constant frequency of training, individuals high in commitment report a lesser intention to leave compared to those low in commitment. As a first-stage moderated mediation model is understood, this finding shows that the indirect effect of frequency of training on turnover intention through organizational commitment is moderated by individual differences. The findings of this study, based on the human capital theory and social exchange theory, enhance our understanding of how employee development influences organizational commitment, predominantly in the context of Lebanon’s health-care sector grappling with brain drain. Additionally, by integrating both the self-determination theory and the expectancy theory, the study provides a new stance on how intrinsic motivational factors contribute to a better understanding of this complex relationship, especially considering the brain drain dilemma. This study addressed the gap in research studies that failed to explore the extent of the relationship between employee development and turnover intention by highlighting the importance of looking at the relationship as a moderated mediated type of relationship. The findings highlight the importance of organizations implementing the right development programs, as they yield higher levels of organizational commitment and subsequently decrease the intention to leave. This study is important for health-care organizations in Lebanon, suggesting a strategic approach to retain skilled professionals amidst ongoing migration challenges.
Citation: European Journal of Training and Development
PubDate: 2024-04-09
DOI: 10.1108/EJTD-01-2024-0005
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- The effects of expertise diversity on efficiency and creativity in
healthcare project teams-
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Authors: Sangok Yoo, Ji Yun Kang
Abstract: This study aims to explore the effects of expertise diversity on project efficiency and creativity in health-care project teams. This study analyzes hierarchical linear models using multi-source data from 50 project teams in a large health-care organization in the USA. This data set includes self-reported survey responses from 274 team members and human resource information for all 515 members across the 50 teams. Expertise diversity is operationalized by professional diversity and positional diversity reflecting two dimensions, domain and level, of the concept of expertise. This study reveals that professional diversity is negatively related to project efficiency and project creativity, whereas positional diversity is positively related to project efficiency. Successfully managing a project team of experts within a limited time frame is a challenge for organizations. This study advances the understanding of the double-edged sword effect of expertise diversity on project teams, focusing on professional and positional diversity. It provides important insights for human resource development in terms of the composition of project teams regarding members’ expertise.
Citation: European Journal of Training and Development
PubDate: 2024-04-09
DOI: 10.1108/EJTD-06-2023-0092
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- Employers, recruitment and activation programmes experimental evidence
from the Czech labour market-
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Authors: Jiří Vyhlídal
Abstract: The purpose of this paper is to test the impact of selected characteristics of jobseekers on employers’ decisions regarding potential hires (direct and probabilistic signals). The main focus of the study is to test the impact of jobseekers’ participation in selected active labour market programmes on employers’ hiring decisions for three positions: unskilled worker, skilled worker and administrative employee. Other characteristics tested include age, gender, presence of children in the household, state of health, experience of short- and long-term unemployment and indebtedness. This study analyses data from a representative survey of employers with five or more employees in the Czech Republic. The survey was conducted in December 2020 using stratified random sampling, combining online questionnaires and personal interviews. The study includes 1,040 employers and uses the factorial survey experiment (FSE) design. The results of the FSE suggest that the perceived positive impact of completing one of the activation programmes depends on the position for which the candidate is being recruited. While for the unskilled job category, the completion of any of the tested schemes (training, subsidised jobs or public works) had a positive effect; for the skilled job category, only the training and subsidised jobs schemes had a positive effect; and for the administrative job category, public works programme even had a negative effect. A somewhat limiting factor in the context of this study seems to be the definitions of the positions tested (unskilled and skilled workers and administrative staff). The decision-making of the respondents was somewhat restricted by such broadly defined categories. Typically, studies with FSE designs have a focus on a specific sector of the economy, which allows for a better definition of the positions or jobs under test. The relationship between position and the impact of individual characteristics is clearly a matter for further research. The results of the study confirm that completion of the activation programme, as well as other candidate characteristics, constitute differentiating signals for employers that influence their hiring decisions. At the same time, there is evidence that the training programme and the subsidised jobs programme are effective in terms of increasing participants’ chances of employment. The demand side should be included in the evaluation of activation policies. The design of the FSE provides an appropriate way to test the impact of activation measures on the decision-making of employers.
Citation: European Journal of Training and Development
PubDate: 2024-02-02
DOI: 10.1108/EJTD-09-2023-0139
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- Mediation effects on the relationships among the perceived and preferred
coaching behaviors, and job satisfaction in Korea-
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Authors: Seokwon Hwang, Sunok Hwang, Ronald Lynn Jacobs
Abstract: This study aims to investigate the influences of perceived and preferred coaching behaviors and the discrepancy between them on job satisfaction, mediated by the quality of the relationship with the immediate supervisor and adaptive performance. The research adopted a cross-sectional survey design. A total of 220 Korean employees, small-sized team members, were recruited from the automotive industry for the study. This research explored the relationship between perceived and preferred coaching behaviors using the Pearson correlation. Structural equation modeling was used to analyze the relationships among perceived and preferred managerial coaching behaviors, the discrepancy between them, the quality of the relationship with the immediate supervisor, adaptive performance and job satisfaction. Perceived and preferred coaching behaviors exhibited a weak correlation. Perceived coaching behaviors indirectly influenced job satisfaction through the quality of the relationship with the immediate supervisor and adaptive performance. The discrepancy between perceived and preferred coaching behaviors directly and indirectly influenced job satisfaction via adaptive performance. However, all paths related to preferred coaching behaviors were found to be insignificant. Although the results of this research may be generalized to the Korean automotive industry, the findings highlight perceived and preferred coaching behaviors and the discrepancy between them as independent variables. The findings shed light on the influences of managerial coaching on the quality of the relationship with the immediate supervisor within Korean workplace cultures and how coaching behaviors contribute to triggering subordinates’ adaptive performance. In addition, the study provides how managerial coaching influences job satisfaction in the workplace. Based on the findings, an organization should cultivate self-directed learning environments to enhance employees’ adaptive performance. The coaching training session should be added to the leadership development program for new managers. Team leaders need to consider their members’ preferences during managerial coaching. The variables, such as preferred coaching variables and the discrepancy between perceived and preferred coaching behaviors, along with the research framework, represent a novelty in managerial coaching, as well as within the Korean context.
Citation: European Journal of Training and Development
PubDate: 2024-01-31
DOI: 10.1108/EJTD-09-2023-0135
Issue No: Vol. ahead-of-print, No. ahead-of-print (2024)
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- Enhancing team dynamics through digital coaching: the role of managerial
and peer support
Open Access Article-
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Authors: Luca Pietrantoni, Greta Mazzetti, Mabel San Román Niaves, Rudolf Kubik, Davide Giusino, Marco De Angelis
Abstract: Although the literature on the effectiveness of team interventions is constantly expanding, there has been a strong focus on the process mechanisms that could explain their success, often overlooking the contextual aspects in which these interventions are carried out. Based on the Context-Mechanism-Outcome framework, this study aims to investigate the influence of contextual factors on the effectiveness of digital team coaching interventions that use social network visualisation to enhance team coordination and reduce interpersonal conflicts. Using a multi-wave, longitudinal design, this research analysed 38 work teams from three organisations over three-time points. Data collection focused on manager and peer support, the mechanisms of training transfer and action plan implementation and the outcomes of these interventions. Surveys were administered in three organisations, involving 317 respondents across different phases. The intervention spanned six to eight months, incorporating three to four structured online group sessions. Each session involved a multi-stage process, concluding with a result-oriented action plan about work-related goals. The intervention included social network visualisation, discussions, coaching and continuous refinement of action plans. The analysis highlights how manager support significantly correlates with team coordination and performance, mainly when teams are less engaged in implementing action plans. Peer support did not show a mediating effect on training transfer or outcomes but had direct positive impacts on team coordination and performance. Teams actively implementing action plans may require less immediate managerial support for effective coordination and high performance. The manager’s role becomes crucial, particularly in the early stages of the intervention or in those teams where online coordination alone may not be adequate for action plan implementation. Peer support for training transfer could enhance the effectiveness of the intervention in achieving desired team outcomes; therefore, cultivating a supportive peer environment is crucial for the success of such interventions. Monitoring and assessing team dynamics are vital to maximise the benefits of digital team coaching interventions. This study stands out for its innovative exploration of the interplay between managerial and peer support in the context of digital team coaching, using social network visualisation as a novel approach to enhancing team dynamics.
Citation: European Journal of Training and Development
PubDate: 2024-06-04
DOI: 10.1108/EJTD-12-2023-0193
Issue No: Vol. 48, No. 10 (2024)
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- Self-leadership: a value-added strategy for human resource development
Open Access Article-
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Authors: Kyung Nam Kim, Jia Wang, Peter Williams
Abstract: In a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’ engagement. This conceptual paper aims to propose self-leadership as a value-added strategy for promoting both individual and organizational development. The authors conducted a conceptual analysis with three case examples. The cases were purposefully selected, aiming to comprehend how the concept of self-leadership has been applied within organizations and to identify real-life examples where self-leadership has been adopted as an organizational strategy. This study demonstrates that self-leadership plays a significant role in facilitating human resource development (HRD) initiatives. Specifically, the authors illustrate how self-leadership interventions in companies empower individuals to take charge of their development, aligning personal and organizational goals. When effectively applied, self-leadership strategies positively impact HRD practices in the areas of training and development, organization development and career development, yielding benefits for both employees and employers. This study addresses knowledge gaps in the emerging field of self-leadership in HRD by providing three companies’ examples of how self-leadership can add value to HRD. The findings offer unique insights into the synergy between self-leadership and HRD, benefiting academics interested in this line of inquiry and HRD practitioners seeking innovative approaches to employee and organizational development.
Citation: European Journal of Training and Development
PubDate: 2024-03-14
DOI: 10.1108/EJTD-10-2023-0163
Issue No: Vol. 48, No. 10 (2024)
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