Pub Date : 2023-06-23DOI: 10.1108/ejtd-01-2023-0010
Laura E. Hurtienne, Matthew W. Hurtienne
Purpose As human resource development (HRD) seeks to develop organizations and unleash human expertise (Swanson and Holton, 2009), leaders should be encouraged to consider every employee as a complex individual with unique needs and aspirations. The purpose of this paper is to introduce the concept of equity leadership (EL), which identifies individual employees’ personal and professional resource, relationship and opportunity needs in an effort to support employees in reaching their fullest potential in the workforce, therefore increasing positive organizational outcomes. Design/methodology/approach The theoretical foundations of EL are social exchange theory (SET; Saks and Rotman, 2006) and the ERG theory of motivation (Alderfer, 1969). SET recognizes the give-and-take relationship between leaders and employees, while ERG theory of motivation considers an individual’s personal and professional existence, relatedness and growth needs. The theories provide a foundation for EL’s definition. Findings EL posits that leaders’ attention to employees’ resource, relationship and opportunity needs in the workplace could result in a positive effect on the social exchange between leaders and employees. EL provides a framework for these exchanges to occur and for employee needs to be considered, thus resulting in increased employee engagement, productivity and retention. Research limitations/implications EL can take a significant amount of time, especially when starting with new employees; however, the relationships and positive organizational outcomes provide justification for engaging in the leadership style. Practical implications This paper seeks to advance the field of HRD by defining EL, exploring the theoretical underpinnings of EL and providing actionable steps for leaders to put EL into action. Social implications The nuanced theory of EL encourages organizations to evolve from the factory model of expectations to a model that considers the unique needs of individuals in organizations. Grounded partly in SET, EL promotes positive relationships between leaders and employees. Originality/value There are many leadership theories; however, EL, unlike any other leadership theory, uniquely considers the individual needs of each employee through consistent one-on-one conversations between the leader and individual employees to discover employee needs and also strives for positive organizational outcomes as a result of the social exchanges.
{"title":"An introduction to equity leadership: meeting individual employee needs across organizations","authors":"Laura E. Hurtienne, Matthew W. Hurtienne","doi":"10.1108/ejtd-01-2023-0010","DOIUrl":"https://doi.org/10.1108/ejtd-01-2023-0010","url":null,"abstract":"\u0000Purpose\u0000As human resource development (HRD) seeks to develop organizations and unleash human expertise (Swanson and Holton, 2009), leaders should be encouraged to consider every employee as a complex individual with unique needs and aspirations. The purpose of this paper is to introduce the concept of equity leadership (EL), which identifies individual employees’ personal and professional resource, relationship and opportunity needs in an effort to support employees in reaching their fullest potential in the workforce, therefore increasing positive organizational outcomes.\u0000\u0000\u0000Design/methodology/approach\u0000The theoretical foundations of EL are social exchange theory (SET; Saks and Rotman, 2006) and the ERG theory of motivation (Alderfer, 1969). SET recognizes the give-and-take relationship between leaders and employees, while ERG theory of motivation considers an individual’s personal and professional existence, relatedness and growth needs. The theories provide a foundation for EL’s definition.\u0000\u0000\u0000Findings\u0000EL posits that leaders’ attention to employees’ resource, relationship and opportunity needs in the workplace could result in a positive effect on the social exchange between leaders and employees. EL provides a framework for these exchanges to occur and for employee needs to be considered, thus resulting in increased employee engagement, productivity and retention.\u0000\u0000\u0000Research limitations/implications\u0000EL can take a significant amount of time, especially when starting with new employees; however, the relationships and positive organizational outcomes provide justification for engaging in the leadership style.\u0000\u0000\u0000Practical implications\u0000This paper seeks to advance the field of HRD by defining EL, exploring the theoretical underpinnings of EL and providing actionable steps for leaders to put EL into action.\u0000\u0000\u0000Social implications\u0000The nuanced theory of EL encourages organizations to evolve from the factory model of expectations to a model that considers the unique needs of individuals in organizations. Grounded partly in SET, EL promotes positive relationships between leaders and employees.\u0000\u0000\u0000Originality/value\u0000There are many leadership theories; however, EL, unlike any other leadership theory, uniquely considers the individual needs of each employee through consistent one-on-one conversations between the leader and individual employees to discover employee needs and also strives for positive organizational outcomes as a result of the social exchanges.\u0000","PeriodicalId":46786,"journal":{"name":"European Journal of Training and Development","volume":"292 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86442468","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose The purpose of this study is to explore the human resource development (HRD) implications of perceived higher education (HEd) leadership effectiveness on academics’ quality of worklife (QWL) in the context of COVID-19. Drawing on conservation of resource theory, this study explains the mediating role of resource adequacy (RA); then this study investigates the moderating role of COVID-19-related risk perception (CRP) on the relationship between university leadership (UL) and both academics’ turnover intention (TI) and academics’ QWL. Design/methodology/approach This study used a quantitative research exploiting the pandemic experiences and perceptions survey, PEPS, to collect data from 300 academic staff in private and public HEd institutions in Lebanon. The analyses include the test of the mediating effect of RA as well as the moderated mediation effect of CRP through regressions, PROCESS and bootstrapping. Findings The findings suggest that by enhancing RA, effective UL positively influences the QWL and mitigate the TI in Lebanese HEd. Furthermore, this study found that CRP weakens the direct relationship of UL on RA and the indirect effect of UL on the QWL and TI via RA such that the relationships are weakened when COVID-19 risk perception was high rather than low. Practical implications The results imply that HEd HRD professionals could think of effective human resource interventions of how to maintain good working environment where academics are facilitated to acquire high level of resources which lead to improving their QWL and mitigating the negative outcome (TIs). Originality/value To the best of the authors’ knowledge, no research has been made to investigate the moderated mediation model of the “pandemic experience and leadership perceptions” (PEPS) in the HEd sector in Lebanon, addressing academics’ experiences in business schools. This study is unique because it was conducted during the utmost pandemic outbreak (mid academic year 2021) collecting data in real time. This research contributes to the HRD literature by showing empirical evidence of the relationships in the context of Lebanese HEd institutions.
{"title":"Higher education leadership, quality of worklife and turnover intention among Lebanese academics in COVID-19: a moderated mediation model","authors":"Rola Chami-Malaeb, Nayla Menhem, Rasha Abdulkhalek","doi":"10.1108/ejtd-01-2023-0006","DOIUrl":"https://doi.org/10.1108/ejtd-01-2023-0006","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to explore the human resource development (HRD) implications of perceived higher education (HEd) leadership effectiveness on academics’ quality of worklife (QWL) in the context of COVID-19. Drawing on conservation of resource theory, this study explains the mediating role of resource adequacy (RA); then this study investigates the moderating role of COVID-19-related risk perception (CRP) on the relationship between university leadership (UL) and both academics’ turnover intention (TI) and academics’ QWL.\u0000\u0000\u0000Design/methodology/approach\u0000This study used a quantitative research exploiting the pandemic experiences and perceptions survey, PEPS, to collect data from 300 academic staff in private and public HEd institutions in Lebanon. The analyses include the test of the mediating effect of RA as well as the moderated mediation effect of CRP through regressions, PROCESS and bootstrapping.\u0000\u0000\u0000Findings\u0000The findings suggest that by enhancing RA, effective UL positively influences the QWL and mitigate the TI in Lebanese HEd. Furthermore, this study found that CRP weakens the direct relationship of UL on RA and the indirect effect of UL on the QWL and TI via RA such that the relationships are weakened when COVID-19 risk perception was high rather than low.\u0000\u0000\u0000Practical implications\u0000The results imply that HEd HRD professionals could think of effective human resource interventions of how to maintain good working environment where academics are facilitated to acquire high level of resources which lead to improving their QWL and mitigating the negative outcome (TIs).\u0000\u0000\u0000Originality/value\u0000To the best of the authors’ knowledge, no research has been made to investigate the moderated mediation model of the “pandemic experience and leadership perceptions” (PEPS) in the HEd sector in Lebanon, addressing academics’ experiences in business schools. This study is unique because it was conducted during the utmost pandemic outbreak (mid academic year 2021) collecting data in real time. This research contributes to the HRD literature by showing empirical evidence of the relationships in the context of Lebanese HEd institutions.\u0000","PeriodicalId":46786,"journal":{"name":"European Journal of Training and Development","volume":"118 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89352292","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-15DOI: 10.1108/ejtd-12-2022-0138
Barrington Graham, M. Zaharie, Codruța Osoian
Purpose This study aims to propose that inclusive talent management (TM) philosophy and TM practices are related to individual outcomes, such as job satisfaction, turnover intentions and job performance. Design/methodology/approach Using the resource-based theory, the research explores the mediation relationship between inclusive TM philosophy and job satisfaction, turnover intentions and job performance via TM practices. The study uses structural equation modelling for analysing the data collected through a questionnaire-based survey among a sample of 373 employees and 65 supervisors. Findings The results show that inclusive TM philosophy is positively related to individuals’ job satisfaction, job performance and decreased turnover intentions, through TM practices. Research limitations/implications The study’s limitation lies in its restriction to a narrow set of organizations operating in Romania, thus limiting the generalization of the findings. Consequently, future studies can extend the scope of the study to include a larger sample size consisting of more organizations operating across multiple sectors and countries. While it is appropriate to assess talent philosophies at the level of the individual employees, future studies may wish to tackle the constructs from the organizational (managerial) standpoint where the TM practices and programmes are designed. Furthermore, future researchers could draw comparisons with large enterprises to investigate the differences in the impact of implementing TM practices within these organizational types. Finally, future research could explore the outcomes of inclusive TM philosophy by using a qualitative design, which sheds more light on other factors that support or hinder the outcomes of embracing inclusive TM in organizations. Practical implications The study’s findings have practical implications for organizations that want to improve their employees’ outcomes and provide evidence on how organizations can achieve this through their TM practices. First, the paper establishes a relationship between inclusive TM philosophy and employees’ outcomes (turnover intention, job satisfaction and job performance) through the mediating impact of the organization’s TM practices in the context of organizations operating in Romania. The relevance of the context for TM studies has been highlighted in the literature, and thus, the findings make an important contribution to the TM literature, given the limited number of empirical studies on TM practices from emerging European countries (Skuza et al., 2013). Second, the model was tested empirically by collecting data from two sources – employees and supervisors from the surveyed organizations. The perception among employees that they are treated as a talent by the organization can have a positive impact on their satisfaction, and job performance, and decrease their turnover intentions. This suggests that organizations should invest in talent development programm
目的本研究旨在提出包容性人才管理理念和实践与个人工作满意度、离职意向和工作绩效相关。本研究运用资源基础理论，通过TM实践探索包容性TM理念与工作满意度、离职意向和工作绩效之间的中介关系。该研究使用结构方程模型来分析通过问卷调查收集的数据，其中包括373名员工和65名主管。研究结果表明，包容性TM理念与员工的工作满意度、工作绩效和离职意向呈显著正相关。研究的局限性/意义本研究的局限性在于它仅限于在罗马尼亚经营的一组狭窄的组织，从而限制了研究结果的推广。因此，今后的研究可以扩大研究的范围，包括更大的样本量，包括在多个部门和国家开展业务的更多组织。虽然在个别员工层面评估人才哲学是合适的，但未来的研究可能希望从组织(管理)的角度来解决设计TM实践和计划的问题。此外，未来的研究人员可以与大型企业进行比较，以调查在这些组织类型中实施TM实践的影响的差异。最后，未来的研究可以通过定性设计来探索包容性TM哲学的成果，从而进一步揭示支持或阻碍组织采用包容性TM哲学成果的其他因素。实际意义本研究的发现对那些希望提高员工绩效的组织具有实际意义，并为组织如何通过TM实践实现这一目标提供了证据。首先，本文通过在罗马尼亚经营的组织背景下，通过组织TM实践的中介影响，建立了包容性TM理念与员工结果(离职意向、工作满意度和工作绩效)之间的关系。文献强调了TM研究背景的相关性，因此，鉴于新兴欧洲国家对TM实践的实证研究数量有限，这些研究结果对TM文献做出了重要贡献(Skuza et al.， 2013)。其次，通过从被调查组织的员工和主管两个来源收集数据，对模型进行实证检验。员工认为自己被组织视为人才，会对他们的满意度和工作绩效产生积极的影响，并降低他们的离职意愿。这表明组织应该投资于人才发展计划，帮助他们的员工发展成为有才能的表演者，帮助提高组织的绩效。研究结果对人力资源从业者来说特别重要，因为它表明组织应该考虑在整个组织中系统地实施TM实践，以确保所有员工都从中受益。通过这样做，组织可以改善个人的结果，这最终会导致组织绩效的提高。从长远来看，培养全体员工才能的组织更有可能取得成功。同样，可以推断，通过诸如员工轮换、人才识别等实践来提高员工才能的组织可能会从员工展示的能力中获得更大的利益。独创性/价值该研究揭示了人才哲学和TM实践对员工个人水平结果的影响，这是一个在更广泛的TM学科中尚未得到充分研究的研究领域。
{"title":"Inclusive talent management philosophy, talent management practices and employees’ outcomes","authors":"Barrington Graham, M. Zaharie, Codruța Osoian","doi":"10.1108/ejtd-12-2022-0138","DOIUrl":"https://doi.org/10.1108/ejtd-12-2022-0138","url":null,"abstract":"\u0000Purpose\u0000This study aims to propose that inclusive talent management (TM) philosophy and TM practices are related to individual outcomes, such as job satisfaction, turnover intentions and job performance.\u0000\u0000\u0000Design/methodology/approach\u0000Using the resource-based theory, the research explores the mediation relationship between inclusive TM philosophy and job satisfaction, turnover intentions and job performance via TM practices. The study uses structural equation modelling for analysing the data collected through a questionnaire-based survey among a sample of 373 employees and 65 supervisors.\u0000\u0000\u0000Findings\u0000The results show that inclusive TM philosophy is positively related to individuals’ job satisfaction, job performance and decreased turnover intentions, through TM practices.\u0000\u0000\u0000Research limitations/implications\u0000The study’s limitation lies in its restriction to a narrow set of organizations operating in Romania, thus limiting the generalization of the findings. Consequently, future studies can extend the scope of the study to include a larger sample size consisting of more organizations operating across multiple sectors and countries. While it is appropriate to assess talent philosophies at the level of the individual employees, future studies may wish to tackle the constructs from the organizational (managerial) standpoint where the TM practices and programmes are designed. Furthermore, future researchers could draw comparisons with large enterprises to investigate the differences in the impact of implementing TM practices within these organizational types. Finally, future research could explore the outcomes of inclusive TM philosophy by using a qualitative design, which sheds more light on other factors that support or hinder the outcomes of embracing inclusive TM in organizations.\u0000\u0000\u0000Practical implications\u0000The study’s findings have practical implications for organizations that want to improve their employees’ outcomes and provide evidence on how organizations can achieve this through their TM practices. First, the paper establishes a relationship between inclusive TM philosophy and employees’ outcomes (turnover intention, job satisfaction and job performance) through the mediating impact of the organization’s TM practices in the context of organizations operating in Romania. The relevance of the context for TM studies has been highlighted in the literature, and thus, the findings make an important contribution to the TM literature, given the limited number of empirical studies on TM practices from emerging European countries (Skuza et al., 2013). Second, the model was tested empirically by collecting data from two sources – employees and supervisors from the surveyed organizations. The perception among employees that they are treated as a talent by the organization can have a positive impact on their satisfaction, and job performance, and decrease their turnover intentions. This suggests that organizations should invest in talent development programm","PeriodicalId":46786,"journal":{"name":"European Journal of Training and Development","volume":"16 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90718475","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-14DOI: 10.1108/ejtd-10-2022-0110
S. Hussain, Muhammad Rafiq, Kashif Mahmood, Sobia Nasir, Ayesha Zahid
Purpose Passion plays a vital role in entrepreneurship, and examining the role of training in passion development is a recent call. This study aims to examine the impact of entrepreneurial training on occupational commitment and career satisfaction of business owners based on goal content theory. Design/methodology/approach In doing so the role of harmonious passion is tested as a mediating mechanism. A three-wave time-lagged data were collected from 351 business owners operating in Punjab, Pakistan and were analyzed by using SmartPLS. Findings The findings suggested that entrepreneurial training had a positive impact on building entrepreneurial passion, and as a result, they were found to be more committed and satisfied with their entrepreneurial career. The research has theoretical and practical implications for the role of training in the development of entrepreneurial career outcomes. Originality/value Despite a growing interest in entrepreneurial passion, only few studies have explored the entrepreneurial training on occupational commitment and career satisfaction of business owners in context of Pakistan.
{"title":"Impact of entrepreneurial training on career outcomes: mediated by work passion in Pakistani business owners","authors":"S. Hussain, Muhammad Rafiq, Kashif Mahmood, Sobia Nasir, Ayesha Zahid","doi":"10.1108/ejtd-10-2022-0110","DOIUrl":"https://doi.org/10.1108/ejtd-10-2022-0110","url":null,"abstract":"\u0000Purpose\u0000Passion plays a vital role in entrepreneurship, and examining the role of training in passion development is a recent call. This study aims to examine the impact of entrepreneurial training on occupational commitment and career satisfaction of business owners based on goal content theory.\u0000\u0000\u0000Design/methodology/approach\u0000In doing so the role of harmonious passion is tested as a mediating mechanism. A three-wave time-lagged data were collected from 351 business owners operating in Punjab, Pakistan and were analyzed by using SmartPLS.\u0000\u0000\u0000Findings\u0000The findings suggested that entrepreneurial training had a positive impact on building entrepreneurial passion, and as a result, they were found to be more committed and satisfied with their entrepreneurial career. The research has theoretical and practical implications for the role of training in the development of entrepreneurial career outcomes.\u0000\u0000\u0000Originality/value\u0000Despite a growing interest in entrepreneurial passion, only few studies have explored the entrepreneurial training on occupational commitment and career satisfaction of business owners in context of Pakistan.\u0000","PeriodicalId":46786,"journal":{"name":"European Journal of Training and Development","volume":"16 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87167088","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-14DOI: 10.1108/ejtd-02-2023-0019
Neelam Nakra, V. Kashyap
Purpose The paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business organizations that are mandated to publish business sustainability and responsibility reporting. Design/methodology/approach Data were obtained from 620 working professionals employed in the organizations listed on National Stock Exchange in India. The proposed hypotheses were tested by deploying the statistical technique of multiple regression analysis using SPSS Version-21. Findings The results demonstrated that overall, SR-HR practices impact OSP. More precisely, all the dimensions of SR practices are positively associated with the organization’s financial performance, environmental performance and social performance (SP). There was a relatively higher significant impact of legal-oriented human resource management (HRM) on organizational economic and ecological performance. However, in the case of SP, a substantial effect of employee-oriented HRM was found. Practical implications Study findings encourage HR practitioners to invest in SR-HR practices to build and strengthen employees’ abilities and contributing to sustainability goals. Originality/value This study is one of the few studies conducted in the Indian context that highlights the relevance of the convergence of HRM, human resource development and corporate social responsibility to realize sustainability goals.
{"title":"Investigating the link between socially-responsible HRM and organizational sustainability performance – an HRD perspective","authors":"Neelam Nakra, V. Kashyap","doi":"10.1108/ejtd-02-2023-0019","DOIUrl":"https://doi.org/10.1108/ejtd-02-2023-0019","url":null,"abstract":"\u0000Purpose\u0000The paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business organizations that are mandated to publish business sustainability and responsibility reporting.\u0000\u0000\u0000Design/methodology/approach\u0000Data were obtained from 620 working professionals employed in the organizations listed on National Stock Exchange in India. The proposed hypotheses were tested by deploying the statistical technique of multiple regression analysis using SPSS Version-21.\u0000\u0000\u0000Findings\u0000The results demonstrated that overall, SR-HR practices impact OSP. More precisely, all the dimensions of SR practices are positively associated with the organization’s financial performance, environmental performance and social performance (SP). There was a relatively higher significant impact of legal-oriented human resource management (HRM) on organizational economic and ecological performance. However, in the case of SP, a substantial effect of employee-oriented HRM was found.\u0000\u0000\u0000Practical implications\u0000Study findings encourage HR practitioners to invest in SR-HR practices to build and strengthen employees’ abilities and contributing to sustainability goals.\u0000\u0000\u0000Originality/value\u0000This study is one of the few studies conducted in the Indian context that highlights the relevance of the convergence of HRM, human resource development and corporate social responsibility to realize sustainability goals.\u0000","PeriodicalId":46786,"journal":{"name":"European Journal of Training and Development","volume":"103 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79975785","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-13DOI: 10.1108/ejtd-01-2023-0015
T. Islam, Arooba Chaudhary, Hafiz Fawad Ali
Purpose This study aims to investigate how despotic leadership affects employee well-being through bullying behavior. The study further investigates emotional intelligence as a conditional variable on the association between bullying behavior and employee well-being. Design/methodology/approach The data from 257 nurses and their immediate supervisors (dyads) were collected on convenience basis using a cross-sectional design. Further, structural equation modeling was used to analyze the data. Findings The study noted that despotic leadership negatively affects employee well-being. Specifically, despotic leaders were noted to trigger employees’ bullying behavior that ultimately diminish their well-being. The study noted emotional intelligence as a conditional variable such that individuals with high emotional intelligence are more likely to buffer the negative association between bullying behavior and employee well-being. Research limitations/implications This study highlights the importance of employee well-being and suggests the management focus on their leadership style. Further, the study suggests to Human Resource practitioners the importance of personality traits (emotional intelligence) at the time of recruitment, as it serves as a coping strategy to diminish employee well-being. Originality/value Drawing upon the conservation of resources, this study shed light on the mediating role of bullying behavior between negative leadership (despotic) and well-being. In addition, emotional intelligence has not been examined as a conditional variable between bullying behavior and employee well-being.
{"title":"A bitter pill to swallow: the model of despotic leadership, bullying behavior, emotional intelligence and well-being","authors":"T. Islam, Arooba Chaudhary, Hafiz Fawad Ali","doi":"10.1108/ejtd-01-2023-0015","DOIUrl":"https://doi.org/10.1108/ejtd-01-2023-0015","url":null,"abstract":"\u0000Purpose\u0000This study aims to investigate how despotic leadership affects employee well-being through bullying behavior. The study further investigates emotional intelligence as a conditional variable on the association between bullying behavior and employee well-being.\u0000\u0000\u0000Design/methodology/approach\u0000The data from 257 nurses and their immediate supervisors (dyads) were collected on convenience basis using a cross-sectional design. Further, structural equation modeling was used to analyze the data.\u0000\u0000\u0000Findings\u0000The study noted that despotic leadership negatively affects employee well-being. Specifically, despotic leaders were noted to trigger employees’ bullying behavior that ultimately diminish their well-being. The study noted emotional intelligence as a conditional variable such that individuals with high emotional intelligence are more likely to buffer the negative association between bullying behavior and employee well-being.\u0000\u0000\u0000Research limitations/implications\u0000This study highlights the importance of employee well-being and suggests the management focus on their leadership style. Further, the study suggests to Human Resource practitioners the importance of personality traits (emotional intelligence) at the time of recruitment, as it serves as a coping strategy to diminish employee well-being.\u0000\u0000\u0000Originality/value\u0000Drawing upon the conservation of resources, this study shed light on the mediating role of bullying behavior between negative leadership (despotic) and well-being. In addition, emotional intelligence has not been examined as a conditional variable between bullying behavior and employee well-being.\u0000","PeriodicalId":46786,"journal":{"name":"European Journal of Training and Development","volume":"33 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78602356","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-05DOI: 10.1108/ejtd-12-2022-0144
Omaima Hajjami, Sunyoung Park
Purpose The purpose of this study is to explore the potential contribution of the metaverse to improve training and development as a function of human resource development (HRD) perspective. The authors explore the benefits and challenges of the metaverse and introduce cases of companies using the metaverse in training. Design/methodology/approach A narrative literature review was conducted to collect information on the metaverse in training. The authors reviewed peer- and non-peer-reviewed articles, book chapters, white papers, corporate websites and blogs and business magazines. Findings A total of 75 articles were reviewed, including 14 cases, which were summarized to demonstrate how companies are applying metaverse technology in training contexts. For a more in-depth review, three cases were selected and summarized in terms of context, process and outcomes. Originality/value The metaverse is an emergent topic in HRD. It has the potential to revolutionize the functions of training and development through the combination of advanced technologies, including virtual reality, augmented reality and mixed reality. This article is the foundational attempt to provide a comprehensive summary of existing literature and case studies that highlight the potential of the metaverse in training within the context of HRD.
{"title":"Using the metaverse in training: lessons from real cases","authors":"Omaima Hajjami, Sunyoung Park","doi":"10.1108/ejtd-12-2022-0144","DOIUrl":"https://doi.org/10.1108/ejtd-12-2022-0144","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to explore the potential contribution of the metaverse to improve training and development as a function of human resource development (HRD) perspective. The authors explore the benefits and challenges of the metaverse and introduce cases of companies using the metaverse in training.\u0000\u0000\u0000Design/methodology/approach\u0000A narrative literature review was conducted to collect information on the metaverse in training. The authors reviewed peer- and non-peer-reviewed articles, book chapters, white papers, corporate websites and blogs and business magazines.\u0000\u0000\u0000Findings\u0000A total of 75 articles were reviewed, including 14 cases, which were summarized to demonstrate how companies are applying metaverse technology in training contexts. For a more in-depth review, three cases were selected and summarized in terms of context, process and outcomes.\u0000\u0000\u0000Originality/value\u0000The metaverse is an emergent topic in HRD. It has the potential to revolutionize the functions of training and development through the combination of advanced technologies, including virtual reality, augmented reality and mixed reality. This article is the foundational attempt to provide a comprehensive summary of existing literature and case studies that highlight the potential of the metaverse in training within the context of HRD.\u0000","PeriodicalId":46786,"journal":{"name":"European Journal of Training and Development","volume":"11 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-06-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85807171","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-02DOI: 10.1108/ejtd-12-2021-0210
Stéphanie Chasserio, E. Bacha
Purpose Based on the transformative learning theory, this paper analyses a French women-only training programme (WOTP) that aims to develop women’s soft skills in their professional contexts. This paper aims to focus on the process of personal transformation, the collective dimensions and the unexpected effects of the transformation. Design/methodology/approach This paper used a mixed qualitative design that mainly combines a qualitative two-step study of 47 women to assess their personal changes in terms of self-confidence, self-efficacy and assertiveness. This paper used 13 semi-structured interviews to explore the perceived changes in-depth. Findings The analysis shows that beyond “fixing their lack of skills” – including self-limiting behaviours, low feelings of self-efficacy and difficulty claiming one’s place – a WOTP can trigger a transformational learning experience at the individual level and can modify the surveyed women’s attitudes and behaviours at work. The results also highlight the collective dimension of transformation and, to some extent, an avenue for a societal transformation. Practical implications One can state that these WOTPs may positively contribute to human resources development in organisations, and that they may be considered a relevant practice in the move to promote women and gender diversity in organisations. Originality/value The findings reveal that, at their individual levels, these women may become agents of change by influencing and acting in their professional lives. The results stress that training women may contribute to organisational changes in terms of gender diversity. These findings contribute to the enrichment of the transformative learning theory by developing the collective and societal dimensions.
{"title":"Women-only training programmes as tools for professional development: analysis and outcomes of a transformative learning process","authors":"Stéphanie Chasserio, E. Bacha","doi":"10.1108/ejtd-12-2021-0210","DOIUrl":"https://doi.org/10.1108/ejtd-12-2021-0210","url":null,"abstract":"\u0000Purpose\u0000Based on the transformative learning theory, this paper analyses a French women-only training programme (WOTP) that aims to develop women’s soft skills in their professional contexts. This paper aims to focus on the process of personal transformation, the collective dimensions and the unexpected effects of the transformation.\u0000\u0000\u0000Design/methodology/approach\u0000This paper used a mixed qualitative design that mainly combines a qualitative two-step study of 47 women to assess their personal changes in terms of self-confidence, self-efficacy and assertiveness. This paper used 13 semi-structured interviews to explore the perceived changes in-depth.\u0000\u0000\u0000Findings\u0000The analysis shows that beyond “fixing their lack of skills” – including self-limiting behaviours, low feelings of self-efficacy and difficulty claiming one’s place – a WOTP can trigger a transformational learning experience at the individual level and can modify the surveyed women’s attitudes and behaviours at work. The results also highlight the collective dimension of transformation and, to some extent, an avenue for a societal transformation.\u0000\u0000\u0000Practical implications\u0000One can state that these WOTPs may positively contribute to human resources development in organisations, and that they may be considered a relevant practice in the move to promote women and gender diversity in organisations.\u0000\u0000\u0000Originality/value\u0000The findings reveal that, at their individual levels, these women may become agents of change by influencing and acting in their professional lives. The results stress that training women may contribute to organisational changes in terms of gender diversity. These findings contribute to the enrichment of the transformative learning theory by developing the collective and societal dimensions.\u0000","PeriodicalId":46786,"journal":{"name":"European Journal of Training and Development","volume":"45 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82751956","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-11DOI: 10.1108/ejtd-12-2022-0137
H. Crompton, Mildred V. Jones, Yaser Sendi, Maram Aizaz, Katherina Nako, Ricardo Randall, Eric Weisel
Purpose The purpose of this study is to determine what technological strategies were used within each of the phases of the ADDIE framework when developing content for professional training. The study also examined the affordances of those technologies in training. Design/methodology/approach A PRISMA systematic review methodology (Moher et al., 2015) was utilized to answer the four questions guiding this study. Specifically, the PRISMA extension Preferred Reporting Items for Systematic Reviews and Meta-Analysis for Protocols (PRISMA-P, Moher et al., 2015) was used to direct each stage of the research, from the literature review to the conclusion. In addition, the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA principles; Liberati et al., 2009) are used to guide the article selection process. Findings The findings reveal that the majority of the studies were in healthcare (36%) and education (24%) and used an online format (65%). There was a wide distribution of ADDIE used with technology across the globe. The coding for the benefits of technology use in the development of the training solution revealed four trends: 1) usability, 2) learning approaches, 3) learner experience and 4) financial. Research limitations/implications This systematic review only examined articles published in English, which may bias the findings to a Western understanding of how technology is used within the ADDIE framework. Furthermore, the study examined only peer-review academic articles from scholarly journals and conferences. While this provided a high level of assurance about the quality of the studies, it does not include other reports directly from training providers and other organizations. Practical implications These findings can be used as a springboard for training providers, scholars, funders and practitioners, providing rigorous insight into how technology has been used within the ADDIE framework, the types of technology, and the benefits of using technology. This insight can be used when designing future training solutions with a better understanding of how technology can support learning. Social implications This study provides insight into the uses of technology in training. Many of these findings and uses of technology within ADDIE can also transfer to other aspects of society. Originality/value This study is unique in that it provides the scholarly community with the first systematic review to examine what technological strategies were used within each of the phases of the ADDIE structure and how these technologies provided benefits to developing a training solution.
本研究的目的是确定在制定专业培训内容时，在ADDIE框架的每个阶段使用了哪些技术策略。这项研究还审查了这些技术在培训方面的可行性。设计/方法/方法采用PRISMA系统回顾方法(Moher et al.， 2015)来回答指导本研究的四个问题。具体来说，从文献综述到结论，研究的每个阶段都使用了PRISMA扩展“系统评价和方案荟萃分析首选报告项目”(PRISMA- p, Moher等人，2015)。此外，系统评价和元分析的首选报告项目(PRISMA原则;Liberati et al.， 2009)用于指导文章选择过程。调查结果调查结果显示，大多数研究都在医疗保健(36%)和教育(24%)领域，并使用在线形式(65%)。ADDIE与技术一起在全球广泛分布。在培训解决方案的开发中，技术使用的好处的编码揭示了四个趋势:1)可用性，2)学习方法，3)学习者体验和4)财务。研究局限性/意义:本系统综述仅研究了以英语发表的文章，这可能会使研究结果偏向于西方对ADDIE框架内技术如何使用的理解。此外，该研究只调查了来自学术期刊和会议的同行评审学术文章。虽然这对研究的质量提供了高度的保证，但它不包括直接来自培训提供者和其他组织的其他报告。这些发现可以作为培训提供者、学者、资助者和实践者的跳板，为如何在ADDIE框架内使用技术、技术的类型以及使用技术的好处提供严格的见解。这种见解可以用于设计未来的培训解决方案，更好地理解技术如何支持学习。社会意义这项研究为技术在培训中的应用提供了见解。ADDIE的许多发现和技术使用也可以转移到社会的其他方面。原创性/价值本研究的独特之处在于，它为学术界提供了第一次系统回顾，以检查在ADDIE结构的每个阶段使用了哪些技术策略，以及这些技术如何为开发培训解决方案提供好处。
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Pub Date : 2023-05-11DOI: 10.1108/ejtd-10-2022-0107
A. S. Lee
Purpose This study aims to explore and classify the fragmentary findings of previous studies and improve understanding of the overall roles of supervisors in newcomer organizational socialization (NOS) and their relationships to NOS outcomes. Design/methodology/approach The study chiefly involves undertaking a literature review, with an emphasis on the perspective of human resource development (HRD). A structured literature review was conducted to identify and select articles through the Web of Science database. Findings Five important roles of supervisors during NOS – supporting training transfer, providing information, clarifying newcomers’ roles, facilitating sensemaking and providing feedback – were revealed from an examination of extant work. These roles markedly influence five different components of newcomers’ adjustment: task mastery, role clarification, organizational knowledge, social identification and social integration. Research limitations/implications Although the concept of NOS used in this paper did not include all meanings of organizational socialization, the findings proposed key areas that require further study to enhance the understanding of supervisors’ roles for NOS. Practical implications The literature review suggests key efforts that supervisors should pursue to enhance the efficacy of newcomers’ adjustment. HRD professionals can use this information to design supervisor training programs aimed at enhancing supervisors’ knowledge and skills for successful NOS. Originality/value Studies have reported that supervisors markedly impact NOS and ultimately a newcomer’s success or failure. Relatively little work, however, has investigated how supervisors’ roles in the NOS process can enhance newcomers’ successful NOS outcomes.
目的本研究旨在对以往研究的零碎结果进行梳理和分类，并进一步了解主管在新员工组织社会化中的整体角色及其与新员工组织社会化结果的关系。设计/方法/方法本研究主要涉及文献综述，重点是人力资源开发(HRD)的观点。通过Web of Science数据库进行结构化文献综述，以识别和选择文章。通过对现有工作的考察，揭示了主管在NOS过程中的五个重要作用:支持培训转移、提供信息、明确新人角色、促进意义构建和提供反馈。这些角色显著影响新员工适应的五个不同组成部分:任务掌握、角色澄清、组织知识、社会认同和社会融合。研究局限/启示虽然本文所使用的新员工适应概念并未包括组织社会化的所有含义，但研究结果提出了需要进一步研究的关键领域，以加强对主管在新员工适应中的作用的理解。实践意义文献综述提出了主管应努力提高新员工适应效果的关键措施。人力资源开发专业人员可以利用这些信息来设计主管培训计划，旨在提高主管的知识和技能，以实现成功的NOS。独创性/价值研究表明，主管对NOS有显著影响，并最终影响新人的成功或失败。然而，相对较少的研究调查了主管在NOS过程中的角色如何提高新员工成功的NOS结果。
{"title":"Supervisors’ roles for newcomer adjustment: review of supervisors’ impact on newcomer organizational socialization outcomes","authors":"A. S. Lee","doi":"10.1108/ejtd-10-2022-0107","DOIUrl":"https://doi.org/10.1108/ejtd-10-2022-0107","url":null,"abstract":"\u0000Purpose\u0000This study aims to explore and classify the fragmentary findings of previous studies and improve understanding of the overall roles of supervisors in newcomer organizational socialization (NOS) and their relationships to NOS outcomes.\u0000\u0000\u0000Design/methodology/approach\u0000The study chiefly involves undertaking a literature review, with an emphasis on the perspective of human resource development (HRD). A structured literature review was conducted to identify and select articles through the Web of Science database.\u0000\u0000\u0000Findings\u0000Five important roles of supervisors during NOS – supporting training transfer, providing information, clarifying newcomers’ roles, facilitating sensemaking and providing feedback – were revealed from an examination of extant work. These roles markedly influence five different components of newcomers’ adjustment: task mastery, role clarification, organizational knowledge, social identification and social integration.\u0000\u0000\u0000Research limitations/implications\u0000Although the concept of NOS used in this paper did not include all meanings of organizational socialization, the findings proposed key areas that require further study to enhance the understanding of supervisors’ roles for NOS.\u0000\u0000\u0000Practical implications\u0000The literature review suggests key efforts that supervisors should pursue to enhance the efficacy of newcomers’ adjustment. HRD professionals can use this information to design supervisor training programs aimed at enhancing supervisors’ knowledge and skills for successful NOS.\u0000\u0000\u0000Originality/value\u0000Studies have reported that supervisors markedly impact NOS and ultimately a newcomer’s success or failure. Relatively little work, however, has investigated how supervisors’ roles in the NOS process can enhance newcomers’ successful NOS outcomes.\u0000","PeriodicalId":46786,"journal":{"name":"European Journal of Training and Development","volume":"192 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-05-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76216201","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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