 Subjects -> OCCUPATIONS AND CAREERS (Total: 33 journals)
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- Leveraging Human Resource Development Practice to Enhance Organizational
Creativity: A Multilevel Conceptual Model- Authors: Malar Hirudayaraj, Jennifer Matić
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
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
- 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)
