Pub Date : 2022-03-08DOI: 10.1080/13678868.2022.2047149
R. Yeo, Jessica Li
ABSTRACT COVID-19 has led to alternative work arrangements for many organizations. Working from home (WFH) is an example, but it could lead to psychological effects affecting employees’ attitudes and behaviour towards their work. This paper aims to explore the psychological impact of WFH on learning and work engagement. A case study of a multinational training academy was conducted over a 12-month period through telephone and virtual calls, reaching out to a total of 1,318 employees. WFH arrangements can be classified into planned (expected) and unplanned (unexpected). Employees in the planned arrangement coped better due to sufficient psychological preparation than the unplanned group that experienced psychological disorientation with WFH transitions. Despite initial resistance, the planned group gradually accepted the arrangement and was able to regulate their psychological response with a longer-term view of their work. In contrast, the unplanned group reacted with stronger emotion and adopted a transient view of their work. The paper extends the concept of work-life boundaries and learning orientation based on WFH transitions. It also contributes to workplace learning from the job demand-resources perspective in relation to work engagement. This research gives voice to employees working in isolation, helping them reconnect with themselves to navigate through uncertainty from the HRD perspective.
{"title":"Breaking the silence of psychological impact while working from home during COVID: implications for workplace learning","authors":"R. Yeo, Jessica Li","doi":"10.1080/13678868.2022.2047149","DOIUrl":"https://doi.org/10.1080/13678868.2022.2047149","url":null,"abstract":"ABSTRACT COVID-19 has led to alternative work arrangements for many organizations. Working from home (WFH) is an example, but it could lead to psychological effects affecting employees’ attitudes and behaviour towards their work. This paper aims to explore the psychological impact of WFH on learning and work engagement. A case study of a multinational training academy was conducted over a 12-month period through telephone and virtual calls, reaching out to a total of 1,318 employees. WFH arrangements can be classified into planned (expected) and unplanned (unexpected). Employees in the planned arrangement coped better due to sufficient psychological preparation than the unplanned group that experienced psychological disorientation with WFH transitions. Despite initial resistance, the planned group gradually accepted the arrangement and was able to regulate their psychological response with a longer-term view of their work. In contrast, the unplanned group reacted with stronger emotion and adopted a transient view of their work. The paper extends the concept of work-life boundaries and learning orientation based on WFH transitions. It also contributes to workplace learning from the job demand-resources perspective in relation to work engagement. This research gives voice to employees working in isolation, helping them reconnect with themselves to navigate through uncertainty from the HRD perspective.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"114 - 144"},"PeriodicalIF":6.3,"publicationDate":"2022-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41714703","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 : 2022-03-07DOI: 10.1080/13678868.2022.2047252
Marilyn Y. Byrd
ABSTRACT The shift to a remote work environment introduced new barriers to inclusion that calls for reimagining the contexts and cultures that individuals are now working in. Key impacts of an inclusive culture discussed in this article are feelings of belongingness and engaging in meaningful work. Sustaining an inclusive culture, means that employers will need to re-think critical organizational forces such as leadership that are needed to reinforce a culture of inclusion. Implications for human resource development (HRD) will emphasize how emergent research of an inclusive, remote work environment creates opportunities to engage in trans-disciplinary research that informs practitioners on how to reimagine the changed landscape of work.
{"title":"Creating a culture of inclusion and belongingness in remote work environments that sustains meaningful work","authors":"Marilyn Y. Byrd","doi":"10.1080/13678868.2022.2047252","DOIUrl":"https://doi.org/10.1080/13678868.2022.2047252","url":null,"abstract":"ABSTRACT The shift to a remote work environment introduced new barriers to inclusion that calls for reimagining the contexts and cultures that individuals are now working in. Key impacts of an inclusive culture discussed in this article are feelings of belongingness and engaging in meaningful work. Sustaining an inclusive culture, means that employers will need to re-think critical organizational forces such as leadership that are needed to reinforce a culture of inclusion. Implications for human resource development (HRD) will emphasize how emergent research of an inclusive, remote work environment creates opportunities to engage in trans-disciplinary research that informs practitioners on how to reimagine the changed landscape of work.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"145 - 162"},"PeriodicalIF":6.3,"publicationDate":"2022-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47169295","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 : 2022-03-04DOI: 10.1080/13678868.2022.2047148
K. Mcdonald, L. Hite, K. O’Connor
ABSTRACT As remote work becomes an option for many, ensuring career development in virtual workspaces will require innovative action from individuals and from HRD. Using the sustainable careers literature as a framework, this article explores how individuals can build viable and meaningful careers working remotely. The research indicates there are both advantages and challenges associated with virtual work. We address how Human Resource Development can help remote workers, maximize the advantages, and navigate the challenges to ensure the sustainability of their careers. In closing, we also offer implications for HRD research.
{"title":"Developing sustainable careers for remote workers","authors":"K. Mcdonald, L. Hite, K. O’Connor","doi":"10.1080/13678868.2022.2047148","DOIUrl":"https://doi.org/10.1080/13678868.2022.2047148","url":null,"abstract":"ABSTRACT As remote work becomes an option for many, ensuring career development in virtual workspaces will require innovative action from individuals and from HRD. Using the sustainable careers literature as a framework, this article explores how individuals can build viable and meaningful careers working remotely. The research indicates there are both advantages and challenges associated with virtual work. We address how Human Resource Development can help remote workers, maximize the advantages, and navigate the challenges to ensure the sustainability of their careers. In closing, we also offer implications for HRD research.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"182 - 198"},"PeriodicalIF":6.3,"publicationDate":"2022-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46588156","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 : 2022-03-03DOI: 10.1080/13678868.2022.2047250
D. Chai, Sunyoung Park
Abstract Organizations have increasingly moved toward decentralized and globalized work processes with the advent and improvement of information and communication technologies, which accelerated the implementation of virtual teams. While researchers and practitioners have previously debated the effectiveness of remote working in virtual teams by weighing its advantages and disadvantage, working remotely in virtual teams has become the new normal after COVID-19. Various challenges of working remotely in virtual teams have significantly affected employees’ psychological well-being. This study aims to (a) synthesize the literature on virtual teams focusing on the definition, antecedents, and outcomes, (b) review the literature on the relationship between virtual teams and psychological well-being, (c) share two practical cases, and (d) offer implications for HRD professionals to improve virtual team members’ psychological well-being. This study contributes to the field of HRD as it addresses several theoretical and practical limitations of the virtual team literature (e.g., lack of an integrative definition, lack of a comprehensive nomological network of virtual teams, lack of studies on psychological well-being in virtual teams). More importantly, since virtual teams have not been explored well in the HRD literature, the findings provide relevant and viable implications on psychological well-being for HRD practices as well as HRD research.
{"title":"The increased use of virtual teams during the Covid-19 pandemic: implications for psychological well-being","authors":"D. Chai, Sunyoung Park","doi":"10.1080/13678868.2022.2047250","DOIUrl":"https://doi.org/10.1080/13678868.2022.2047250","url":null,"abstract":"Abstract Organizations have increasingly moved toward decentralized and globalized work processes with the advent and improvement of information and communication technologies, which accelerated the implementation of virtual teams. While researchers and practitioners have previously debated the effectiveness of remote working in virtual teams by weighing its advantages and disadvantage, working remotely in virtual teams has become the new normal after COVID-19. Various challenges of working remotely in virtual teams have significantly affected employees’ psychological well-being. This study aims to (a) synthesize the literature on virtual teams focusing on the definition, antecedents, and outcomes, (b) review the literature on the relationship between virtual teams and psychological well-being, (c) share two practical cases, and (d) offer implications for HRD professionals to improve virtual team members’ psychological well-being. This study contributes to the field of HRD as it addresses several theoretical and practical limitations of the virtual team literature (e.g., lack of an integrative definition, lack of a comprehensive nomological network of virtual teams, lack of studies on psychological well-being in virtual teams). More importantly, since virtual teams have not been explored well in the HRD literature, the findings provide relevant and viable implications on psychological well-being for HRD practices as well as HRD research.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"199 - 218"},"PeriodicalIF":6.3,"publicationDate":"2022-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46876436","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 : 2022-03-02DOI: 10.1080/13678868.2022.2047150
Rahul S. Chauhan, David C. Howe, S. Nachmias
ABSTRACT Evolving from the concept of organizational loyalty, organizational commitment (OC) is a construct that we propose is both dated and lacking in the literature. Our paper aims to address critical gaps in OC literature as it pertains to human resource development for the modern work setting by highlighting three salient elements that have a significant impact on OC on an international scale. We posit that technology, dynamic markets, and globalization are crucial aspects of OC that are largely omitted by the literature in this domain and should be further examined to enhance our understanding of OC as it pertains to human resources development. We also highlight the profound influence that the COVID-19 pandemic has had on OC from a human resources development perspective across the globe. Implications for practitioners and researchers are discussed.
{"title":"Organizational commitment: an ever-shifting concept forever changed by COVID-19","authors":"Rahul S. Chauhan, David C. Howe, S. Nachmias","doi":"10.1080/13678868.2022.2047150","DOIUrl":"https://doi.org/10.1080/13678868.2022.2047150","url":null,"abstract":"ABSTRACT Evolving from the concept of organizational loyalty, organizational commitment (OC) is a construct that we propose is both dated and lacking in the literature. Our paper aims to address critical gaps in OC literature as it pertains to human resource development for the modern work setting by highlighting three salient elements that have a significant impact on OC on an international scale. We posit that technology, dynamic markets, and globalization are crucial aspects of OC that are largely omitted by the literature in this domain and should be further examined to enhance our understanding of OC as it pertains to human resources development. We also highlight the profound influence that the COVID-19 pandemic has had on OC from a human resources development perspective across the globe. Implications for practitioners and researchers are discussed.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"232 - 239"},"PeriodicalIF":6.3,"publicationDate":"2022-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45909366","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 : 2022-03-02DOI: 10.1080/13678868.2022.2047873
A. Varma, Akanksha Jaiswal, V. Pereira, Y. L. N. Kumar
ABSTRACT COVID-19 has transformed the way we do business in numerous ways. Given that work takes up a big part of our daily lives, it is not surprising that the biggest impact of the virus-related pandemic has been seen in the workplace. One critical outcome has been the way work is performed and the location from which work is done. As organizations switch from traditional models of work to remote work, workplace relationships are also undergoing transformation. Drawing on the tenets of the leader-member exchange theory, we explore the antecedents and consequences of the transformation of supervisor-subordinate relationships, due to remote work. In addition, we discuss the need for dedicated human resource development programmes designed to help employees cope with and excel in the new work environment. We discuss practical implications and also offer suggestions for future research.
{"title":"Leader-member exchange in the age of remote work","authors":"A. Varma, Akanksha Jaiswal, V. Pereira, Y. L. N. Kumar","doi":"10.1080/13678868.2022.2047873","DOIUrl":"https://doi.org/10.1080/13678868.2022.2047873","url":null,"abstract":"ABSTRACT COVID-19 has transformed the way we do business in numerous ways. Given that work takes up a big part of our daily lives, it is not surprising that the biggest impact of the virus-related pandemic has been seen in the workplace. One critical outcome has been the way work is performed and the location from which work is done. As organizations switch from traditional models of work to remote work, workplace relationships are also undergoing transformation. Drawing on the tenets of the leader-member exchange theory, we explore the antecedents and consequences of the transformation of supervisor-subordinate relationships, due to remote work. In addition, we discuss the need for dedicated human resource development programmes designed to help employees cope with and excel in the new work environment. We discuss practical implications and also offer suggestions for future research.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"219 - 230"},"PeriodicalIF":6.3,"publicationDate":"2022-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45472548","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 : 2022-02-25DOI: 10.1080/13678868.2022.2035185
T. Lans, C. V. van Wagenberg, H. Biemans, R. Hoste, Yoon-Sun Jung
ABSTRACT The present study aims to contribute to the body of knowledge on HRD in small businesses by providing a detailed investigation of the role that owner-managers play in enabling social learning and performance in small firms. The investigation focusses particularly on the specific relationships of the social-interdependence orientation and social competence of owner-managers with their social learning behaviour, as well as with the performance of their small-businesses within the pig-production sector in the Republic of Korea. A survey was conducted amongst nearly 200 Korean owner-managers of pig farms. The results indicate that social interdependence orientations and social competencies have a significant relationship with social learning behaviour. Self-promotion and a cooperative orientation are especially important, with self-promotion taking precedence for social learning behaviour of a more ‘internal’ nature, and a cooperative attitude being more important social learning behaviour of a more ‘external’ nature. Social competence and social interdependence did not have a significant relationship with performance, but social learning behaviour did. The results further highlight the importance of individual social characteristics to social learning behaviour occurring outside highly structured educational settings, in addition to demonstrating that the competence and attitudes required are determined by the type of interaction partner.
{"title":"Learning apart or together? The relationships of the social interdependence orientation and social competence of owner-managers with their social learning behaviour and firm performance within a Korean small-business context","authors":"T. Lans, C. V. van Wagenberg, H. Biemans, R. Hoste, Yoon-Sun Jung","doi":"10.1080/13678868.2022.2035185","DOIUrl":"https://doi.org/10.1080/13678868.2022.2035185","url":null,"abstract":"ABSTRACT The present study aims to contribute to the body of knowledge on HRD in small businesses by providing a detailed investigation of the role that owner-managers play in enabling social learning and performance in small firms. The investigation focusses particularly on the specific relationships of the social-interdependence orientation and social competence of owner-managers with their social learning behaviour, as well as with the performance of their small-businesses within the pig-production sector in the Republic of Korea. A survey was conducted amongst nearly 200 Korean owner-managers of pig farms. The results indicate that social interdependence orientations and social competencies have a significant relationship with social learning behaviour. Self-promotion and a cooperative orientation are especially important, with self-promotion taking precedence for social learning behaviour of a more ‘internal’ nature, and a cooperative attitude being more important social learning behaviour of a more ‘external’ nature. Social competence and social interdependence did not have a significant relationship with performance, but social learning behaviour did. The results further highlight the importance of individual social characteristics to social learning behaviour occurring outside highly structured educational settings, in addition to demonstrating that the competence and attitudes required are determined by the type of interaction partner.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"29 - 47"},"PeriodicalIF":6.3,"publicationDate":"2022-02-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46023886","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 : 2022-02-24DOI: 10.1080/13678868.2022.2043085
Paul Joseph-Richard, J. McCray
ABSTRACT Internationally, healthcare is undergoing a major reconfiguration in a post-pandemic world. To make sense of this change and deliver an integrated provision of care, which improve both patient outcomes and satisfaction for key stakeholders, healthcare leaders must develop an insight into the context in which healthcare is delivered, and leadership is enacted. Formal leadership development programmes (LDPs) are widely used for developing leaders and leadership in healthcare organizations. However, there is a paucity of rigorous evaluations of LDPs. Existing evaluations often focus on individual-level outcomes, with limited attention to long-term outcomes that might emerge across team and organizational levels. Specifically, evaluation models that have been closely associated with or rely heavily on qualitative methods are seldom used in LDP evaluations, despite their relevance for capturing unanticipated outcomes, investigating learning impact over time, and studying collective outcomes at multiple levels. The purpose of this paper is to review the potential of qualitative models and approaches in healthcare leadership development evaluation. This scoping review identifies seventeen evaluation models and approaches. Findings indicate that the incorporation of qualitative and participatory elements in evaluation designs could offer a richer demonstration and context-specific explanations of programme impact in healthcare contexts.
{"title":"Evaluating leadership development in a changing world? Alternative models and approaches for healthcare organisations","authors":"Paul Joseph-Richard, J. McCray","doi":"10.1080/13678868.2022.2043085","DOIUrl":"https://doi.org/10.1080/13678868.2022.2043085","url":null,"abstract":"ABSTRACT Internationally, healthcare is undergoing a major reconfiguration in a post-pandemic world. To make sense of this change and deliver an integrated provision of care, which improve both patient outcomes and satisfaction for key stakeholders, healthcare leaders must develop an insight into the context in which healthcare is delivered, and leadership is enacted. Formal leadership development programmes (LDPs) are widely used for developing leaders and leadership in healthcare organizations. However, there is a paucity of rigorous evaluations of LDPs. Existing evaluations often focus on individual-level outcomes, with limited attention to long-term outcomes that might emerge across team and organizational levels. Specifically, evaluation models that have been closely associated with or rely heavily on qualitative methods are seldom used in LDP evaluations, despite their relevance for capturing unanticipated outcomes, investigating learning impact over time, and studying collective outcomes at multiple levels. The purpose of this paper is to review the potential of qualitative models and approaches in healthcare leadership development evaluation. This scoping review identifies seventeen evaluation models and approaches. Findings indicate that the incorporation of qualitative and participatory elements in evaluation designs could offer a richer demonstration and context-specific explanations of programme impact in healthcare contexts.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"4 2","pages":"114 - 150"},"PeriodicalIF":6.3,"publicationDate":"2022-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41244103","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 : 2022-02-20DOI: 10.1080/13678868.2022.2039022
E. Richard, J. J. Walsh, S. Young
ABSTRACT Leader-facilitated emotion management (LEM), or behaviour aimed at helping followers regulate their negative emotion, is a key aspect of many leadership styles, yet expectations for such behaviour are likely to vary based on a leader’s gender and culture. Using archival multi-source data from a third-party provider of leadership development programmes, this study examines the cultural value of gender egalitarianism (GE), or the degree of gender role7 differentiation in a society, as a moderator of gender-based and LEM-based differences in leader effectiveness ratings. The positive relationship between LEM behaviour and leader effectiveness ratings was stronger in countries characterized as high (vs. low) on GE practice. LEM behaviour, leader gender, and country-level GE practice also exhibited a three-way interaction in relation to leader effectiveness ratings: In countries low in GE practice, the ‘boost’ in effectiveness ratings associated with high LEM behaviour was greater for female leaders than for male leaders. In countries high in GE practice, the ‘penalty’ associated with low LEM behaviour was greater for male leaders than for female leaders.
{"title":"Leader-facilitated emotion management and perceived effectiveness: moderating roles of leader gender and culture","authors":"E. Richard, J. J. Walsh, S. Young","doi":"10.1080/13678868.2022.2039022","DOIUrl":"https://doi.org/10.1080/13678868.2022.2039022","url":null,"abstract":"ABSTRACT Leader-facilitated emotion management (LEM), or behaviour aimed at helping followers regulate their negative emotion, is a key aspect of many leadership styles, yet expectations for such behaviour are likely to vary based on a leader’s gender and culture. Using archival multi-source data from a third-party provider of leadership development programmes, this study examines the cultural value of gender egalitarianism (GE), or the degree of gender role7 differentiation in a society, as a moderator of gender-based and LEM-based differences in leader effectiveness ratings. The positive relationship between LEM behaviour and leader effectiveness ratings was stronger in countries characterized as high (vs. low) on GE practice. LEM behaviour, leader gender, and country-level GE practice also exhibited a three-way interaction in relation to leader effectiveness ratings: In countries low in GE practice, the ‘boost’ in effectiveness ratings associated with high LEM behaviour was greater for female leaders than for male leaders. In countries high in GE practice, the ‘penalty’ associated with low LEM behaviour was greater for male leaders than for female leaders.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"48 - 71"},"PeriodicalIF":6.3,"publicationDate":"2022-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45493263","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 : 2022-02-07DOI: 10.1080/13678868.2022.2035184
Pawinee Petchsawang, G. McLean, P. Lau
ABSTRACT Empowerment has been extensively studied in the nursing field, and, in recent years, management has shown increasing attention. However, critics have raised an important issue about whether the effectiveness of empowerment practices in organizations depends on employees’ perceptions and their organizational contexts. In this article, we address this critique by: 1) assessing the discrepancies between perceived experiences and expectations of contextual empowerment, 2) examining the effect of the discrepancies between perceived experiences and expectations of contextual empowerment on psychological empowerment, in four-star hotels in Thailand. The contextual empowerment instrument, along with the psychological empowerment measurement, were tested for their psychometric properties and confirmed using factor analysis. Structural equation modelling was then performed to test the hypothesized model. The findings contribute to human resource development as we believe that this study responds to the recent call for addressing discrepancies between perceived experiences and expectations of contextual empowerment with an enlarging understanding of how these discrepancies affect psychological empowerment.
{"title":"Empowerment discrepancies: are employees empowered as they prefer in hotels in selected areas of Thailand?","authors":"Pawinee Petchsawang, G. McLean, P. Lau","doi":"10.1080/13678868.2022.2035184","DOIUrl":"https://doi.org/10.1080/13678868.2022.2035184","url":null,"abstract":"ABSTRACT Empowerment has been extensively studied in the nursing field, and, in recent years, management has shown increasing attention. However, critics have raised an important issue about whether the effectiveness of empowerment practices in organizations depends on employees’ perceptions and their organizational contexts. In this article, we address this critique by: 1) assessing the discrepancies between perceived experiences and expectations of contextual empowerment, 2) examining the effect of the discrepancies between perceived experiences and expectations of contextual empowerment on psychological empowerment, in four-star hotels in Thailand. The contextual empowerment instrument, along with the psychological empowerment measurement, were tested for their psychometric properties and confirmed using factor analysis. Structural equation modelling was then performed to test the hypothesized model. The findings contribute to human resource development as we believe that this study responds to the recent call for addressing discrepancies between perceived experiences and expectations of contextual empowerment with an enlarging understanding of how these discrepancies affect psychological empowerment.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"453 - 473"},"PeriodicalIF":6.3,"publicationDate":"2022-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48147718","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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