 Subjects -> OCCUPATIONS AND CAREERS (Total: 33 journals)
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- Becoming a Leader: Emergence of Leadership Style and Identity
- Authors: Manuel London, Gary D. Sherman
Abstract: Human Resource Development Review, Ahead of Print.
This conceptual paper presents a model for understanding how new leaders’ styles of leadership emerge and self-identity changes. New leaders’ interpersonal orientation, power motivation, and regulatory focus along with organizational expectations are predicted to influence their beliefs about how to exert power and their motivation to lead (MTL). New leaders’ power beliefs, MTL, and perceptions of situational needs affect their engaging in transactional and transformational behaviors. This is the emergence of leadership style and the development of identity as a leader. Over time, new leaders’ behaviors, outcomes, and identity formation alter their power beliefs and MTL. This model suggests directions for human resource development research and practice supporting new leader development and building a culture of leadership consistent with the organization’s expectations.
Citation: Human Resource Development Review
PubDate: 2021-04-15T12:32:27Z
DOI: 10.1177/15344843211009632
- History Matters in Theorizing HRD
- Authors: Yonjoo Cho
First page: 131
Abstract: Human Resource Development Review, Ahead of Print.
Citation: Human Resource Development Review
PubDate: 2021-03-20T09:41:17Z
DOI: 10.1177/15344843211002124
- The Power of Ethics and Standards When the Scholarly System Fails
- Authors: Seung Won Yoon, Heeyoung Han, Caleb Seung-hyun Han, Dae Seok Chai
First page: 136
Abstract: Human Resource Development Review, Ahead of Print.
Citation: Human Resource Development Review
PubDate: 2021-03-31T07:24:55Z
DOI: 10.1177/15344843211006795
- A Dynamic Model of Employees’ Transition to Entrepreneur: A
Cognitive Mapping Approach- Authors: Jin Lee
First page: 143
Abstract: Human Resource Development Review, Ahead of Print.
Employees’ transition to an entrepreneurial career has been explained by two major driving forces: push and pull factors. The push-pull dichotomy, however, has been the center of debate on whether the classification is incomplete and ambiguous. Until this debate is resolved, the dynamic and fluid nature of the influencing factors and their relationships remains unclear. The purpose of this research is to discuss the legitimacy of the push-pull dichotomy in explaining the motivations and processes of employees’ transition to an entrepreneurial career. To achieve this, a cognitive mapping approach to synthesize the factors from the extant empirical studies was employed. Analysis of 26 articles revealed that categories of push and pull factors in prior research are neither mutually exclusive nor clearly separate. Our dynamic model of employees’ transition to an entrepreneurial career illustrates the reciprocal, compounding, and counter-effective influence of factors. This research sheds light on the dynamic interrelationship among factors affecting employees’ transition to an entrepreneurial career.
Citation: Human Resource Development Review
PubDate: 2021-03-16T12:13:31Z
DOI: 10.1177/15344843211000260
- Leveraging Human Resource Development Practice to Enhance Organizational
Creativity: A Multilevel Conceptual Model- Authors: Malar Hirudayaraj, Jennifer Matić
First page: 172
Abstract: Human Resource Development Review, Ahead of Print.
Developing creativity is a critical challenge for the survival and success of businesses. Using Amabile’s dynamic componential theory of creativity as a framework, we examined the underexplored potential of HRD practice to develop and foster creativity at the individual, group, and organizational levels. We bring together dispersed attempts in HRD literature to hypothesize the role of individual HRD activities under a conceptual model and indicate how the different activities influence specific component/s of organizational creativity identified in the theory. The model demonstrates the potential of HRD practice to exert a multilevel influence on organizational creativity and provides a theoretical grounding for the potential of HRD to develop creativity and augment the strategic capabilities of organizations. This article also contributes to organizational creativity literature by outlining specific relationships between key HRD practices and components of organizational creativity and to an underexplored area of creativity, namely developing the creative abilities of individuals and teams within organizational contexts.
Citation: Human Resource Development Review
PubDate: 2021-02-13T09:41:55Z
DOI: 10.1177/1534484321992476
- A Meta-Analytic Review of the Relationship Between Learning Organization
and Organizational Performance and Employee Attitudes: Using the
Dimensions of Learning Organization Questionnaire- Authors: Boreum Ju, Yunsoo Lee, Sunyoung Park, Seung Won Yoon
First page: 207
Abstract: Human Resource Development Review, Ahead of Print.
The purpose of this meta-analysis study is to examine the correlations between the Dimensions of Learning Organization Questionnaire (DLOQ) and frequently examined outcomes including organizational performance and employee attitudes. Positive relationships were found between the DLOQ and organizational performance (e.g., financial, knowledge, and innovative performance) and employee attitudes (e.g., organizational commitment and job satisfaction) and the sub-dimensions (e.g., affective, continuance, and normative commitment), with a notable exception of a negative relationship between the DLOQ and turnover. Because the DLOQ has been used in many countries over the years, this study also examined the influence of national culture on the outcomes. Power distance moderated the relationship between the learning organization and overall organizational performance. Our meta-analytic review makes substantive contributions to the literature on the learning organization concept and the study of national culture as a significant moderator. Implications of these findings and suggestions for future research are discussed.
Citation: Human Resource Development Review
PubDate: 2021-02-03T12:29:38Z
DOI: 10.1177/1534484320987363
- The Literature Review as an Exercise in Historical Thinking
- Authors: Ion Georgiou
First page: 252
Abstract: Human Resource Development Review, Ahead of Print.
Approaching a body of literature from a historical perspective is widely acknowledged as essential to conducting a literature review. Methodological guidance for approaching a body of literature from a historical perspective depends on familiarity with works historians have written about the practice of historical research. This article provides some direction by drawing from the best-known work of one distinguished historian, a work which, upon careful reading, outlines some fundamental tasks for the historically-inclined reviewer of a body of literature. An evaluation rubric is presented that facilitates a progressive appraisal of the integration of history within a literature review. Ultimately, the article serves to stimulate the processes of thought, interpretation and rationalization when historically engaging with a body of literature. Numerous examples from the literature on human resource development are identified that illustrate the issues discussed in the article.
Citation: Human Resource Development Review
PubDate: 2021-03-22T10:23:17Z
DOI: 10.1177/15344843211004027
- Implications for HRD Practice and Impact in the COVID-19 Era
- Authors: Julie Davies
First page: 3
Abstract: Human Resource Development Review, Ahead of Print.
Citation: Human Resource Development Review
PubDate: 2020-12-03T07:34:36Z
DOI: 10.1177/1534484320977426
- Developing Leaders to Serve and Servants to Lead
- Authors: Jennifer D. Bragger, Nicole A. Alonso, Kayla D’Ambrosio, Nikita Williams
First page: 9
Abstract: Human Resource Development Review, Ahead of Print.
In this paper, we propose a model of how balanced and integrated development across spiritual, cognitive, social, emotional, and moral domains can result in a servant leader orientation for both those who are predisposed to serve but might not be leaders, and those who are leaders but might not be predisposed to serve. First, we review the benefits of servant leadership in today’s organizations and the commonly agreed upon dimensions of servant leadership. We then propose how balanced and integrated development can facilitate a transition to a servant-oriented style of leadership for both those that serve and those that lead. We discuss organizational barriers to servant leadership development, and how organizations can overcome these barriers by creating contexts in which such integrated vertical development can facilitate a cycle of servant leadership. Lastly, we make suggestions for how organizations’ human resource functions might develop servant leaders.
Citation: Human Resource Development Review
PubDate: 2020-12-11T12:38:04Z
DOI: 10.1177/1534484320981198
- A Review of National Occupational Standards and the Role of Human Resource
Development in their Implementation- Authors: Andrew Sanghyun Lee, Ronald Lynn Jacobs
First page: 46
Abstract: Human Resource Development Review, Ahead of Print.
This review of the literature focuses on an increasingly prevalent global phenomenon known as national occupational standards (NOSs). As the term suggests, NOSs present specific information describing the requirements for individuals’ qualifications to enter and perform successfully in a specific occupation. Many countries rely upon information from NOSs as part of their broader workforce development efforts. In spite of their prevalence, there remain critical questions about their eventual adoption by employers, a situation that HRD researchers could potentially help address based on the unique perspective of the HRD field. This paper seeks to review what is known about NOSs, to discuss the challenges related to their implementation at the organizational and national levels, and finally, to propose how HRD researchers, through their unique perspectives, might contribute to addressing the challenges most commonly encountered when implementing NOSs. It is expected that through this greater awareness, HRD professionals might be able to advance the effective use of this important global phenomenon.
Citation: Human Resource Development Review
PubDate: 2020-12-25T08:53:16Z
DOI: 10.1177/1534484320984263
- Business Ethics Training in Human Resource Development: A Literature
Review- Authors: Dominic Kreismann, Till Talaulicar
First page: 68
Abstract: Human Resource Development Review, Ahead of Print.
In view of corporate wrongdoings like Enron’s accounting fraud and Volkswagen’s emissions scandal, the need to prevent unethical decision-making in the business sector has become widely accepted. Human resource development is of high relevance in this regard: a multiplicity of companies utilizes ethics training programs to teach their managers and employees business ethics and to develop their ethical competences. However, knowledge about the efficacy of these training programs is still rather fragile. In the present study, we (a) develop a framework of relevant design categories to consider in creating ethics training programs; (b) consolidate empirical insights by reviewing 92 studies about the effectiveness of standalone business ethics training programs regarding their impact, dependent variable and measurement methods, design, and conceptual foundation; and (c) identify remaining research gaps and provide theoretical-conceptual considerations for further investigation.
Citation: Human Resource Development Review
PubDate: 2020-12-29T10:17:27Z
DOI: 10.1177/1534484320983533
- Coaching With Artificial Intelligence: Concepts and Capabilities
- Authors: Carolin Graßmann, Carsten C. Schermuly
First page: 106
Abstract: Human Resource Development Review, Ahead of Print.
Artificial intelligence (AI) has brought rapid innovations in recent years, transforming both business and society. This paper offers a new perspective on whether, and how, AI can be employed in coaching as a key HRD tool. We provide a definition of the concept of AI coaching and differentiate it from related concepts. We also challenge the assumption that AI coaching is feasible by challenging its capability to lead through a systematic coaching process and to establish a working alliance to clients. Based on these evaluations, AI coaching seems to encounter the greatest difficulties in the clients’ problem identification and in delivering individual feedback, which may limit its effectiveness. However, AI generally appears capable of guiding clients through many steps in the coaching process and establishing working alliances. We offer specific recommendations for HRD professionals and organizations, coaches, and developers of AI coaching programs on how AI coaching can contribute to enhance coaching practice. Combined with its lower costs and wider target group, AI coaching will likely transform the coaching profession and provide a future HRD tool.
Citation: Human Resource Development Review
PubDate: 2020-12-22T09:28:39Z
DOI: 10.1177/1534484320982891
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Hybrid journal (It can contain Open Access articles)
