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Promoting decent work in organisations: a sustainable HRD perspective 促进组织中的体面工作:可持续的人力资源开发视角
IF 6.3 Q2 MANAGEMENT Pub Date : 2022-07-05 DOI: 10.1080/13678868.2022.2097823
Kadumbri Kriti Randev, Jatinder Kumar Jha
ABSTRACT Today’s uncertain times have led to paradigm shifts in the world of work. The disruptive nature of unforeseen events (e.g. Covid-19) has a harsh impact on organizations’ stakeholders, including employees, society and the environment. However, these events pose tougher challenges for vulnerable and weaker workers, particularly in getting access to decent and productive employment. While catering to the changing needs of business, organizations also find it difficult to provide decent work for all and achieve their social bottom lines. This paper aims to understand what role HRD plays, especially Sustainable HRD (S-HRD), in facilitating access to decent work. Conceptual analysis of the literature revealed that S-HRD practices have the potential to promote all the dimensions of DW: employment creation, social protection, employees’ fundamental rights and social dialogue. This paper is an important stepping stone in the articulation of how S-HRD can help organizations to promote decent work. The perspectives presented in this study have potential implications for HRD practitioners in understanding the application and implementation of S-HRD practices. Furthermore, managers can also take note of specific S-HRD interventions from this paper to enable decent work in their organizations.
当今不确定的时代导致了工作世界的范式转变。不可预见事件(例如Covid-19)的破坏性会对组织的利益相关者(包括员工、社会和环境)产生严重影响。然而,这些事件给弱势工人带来了更严峻的挑战,特别是在获得体面和生产性就业方面。在满足不断变化的商业需求的同时,组织也发现很难为所有人提供体面的工作并实现其社会底线。本文旨在了解人力资源开发,特别是可持续人力资源开发(S-HRD)在促进获得体面工作方面的作用。对文献的概念分析表明,S-HRD实践具有促进DW所有维度的潜力:创造就业、社会保护、员工的基本权利和社会对话。本文是阐明S-HRD如何帮助组织促进体面劳动的重要垫脚石。本研究提出的观点对人力资源开发从业者理解S-HRD实践的应用和实施具有潜在的启示。此外,管理人员还可以注意到本文中具体的S-HRD干预措施,以便在其组织中实现体面工作。
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引用次数: 2
Introducing neuroscience methods: an exploratory study on the role of reflection in developing leadership from a HRD perspective 引入神经科学方法:人力资源开发视角下反思对领导力发展作用的探索性研究
IF 6.3 Q2 MANAGEMENT Pub Date : 2022-06-30 DOI: 10.1080/13678868.2022.2094151
Y. Nakamura, Yuan Gu, Hecheng Jin, Deyang Yu, J. Hinshaw, R. Rehman
ABSTRACT The article introduces neuroscience methods in HRD through a study that highlights the role of reflection in developing leaders. Despite increased attention on neuroscience discoveries and its methodologies in the social sciences, there is limited research among HRD scholars that incorporates neuroscience approaches. Relatedly, HRD practitioners and scholars often view reflection as a critical element for developing human resources and leaders. Yet, there is a dearth of research that focuses on the impact of reflection in the brain and the underlying neurocognitive mechanisms that support it. The purpose of this paper is to neurobiologically examine how individual or collective reflection impacts leaders’ frontal lobe brain activities during challenging situations, incorporating electroencephalography (EEG) as a method. The paper concludes with suggestions for future research and practical implications.
摘要本文通过一项强调反思在培养领导者中的作用的研究,介绍了人力资源开发中的神经科学方法。尽管社会科学越来越关注神经科学的发现及其方法,但在人力资源开发学者中,结合神经科学方法的研究有限。与此相关的是,人力资源开发从业者和学者经常将反思视为开发人力资源和领导者的关键因素。然而,很少有研究关注反思对大脑的影响以及支持反思的潜在神经认知机制。本文的目的是通过脑电图(EEG)作为一种方法,从神经生物学角度研究个人或集体反思如何影响领导者在具有挑战性的情况下的额叶大脑活动。论文最后提出了对未来研究的建议和实际意义。
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引用次数: 2
Designing and implementing a Learning Development Outdoors component for an MSc in HRD 为人力资源开发硕士设计和实施户外学习发展组件
IF 6.3 Q2 MANAGEMENT Pub Date : 2022-05-31 DOI: 10.1080/13678868.2022.2080997
D. Eldridge, Dave Smith, Sheila Vaughan, Lujia Feng
ABSTRACT The aim of this paper is to examine the contribution that Outdoor Learning Development (LDO) makes to a university postgraduate programme in Human Resource Development for international students with work experience. It establishes the rationale for LDO inclusion based on notable research contributions and differentiates the role and format of this event from conventional outdoor management development programmes through a focus on self-organized learning. The progression from individual learning to intra-group learning over the three days of the event is based on the interplay of action, theoretical inputs and self-evaluation. An emphasis is placed on purposeful conversation for shared learning, systems thinking and personal responsibility for seeking collaboration – essential elements in the life of real organizations. Individual reflective capability and group conversational processes for enhanced learning skills are stimulated in follow-up discussion after LDO with video input on key incidents. The learning achieved is generally observed to be beyond what conventional classroom activities can offer and sets in motion new thinking to consolidate and apply academic knowledge across the whole programme, providing a stimulus to career development.
摘要本文的目的是研究户外学习发展(LDO)对具有工作经验的国际学生人力资源开发大学研究生课程的贡献。它建立了基于显著研究贡献的LDO纳入的基本原理,并通过对自组织学习的关注,将这一活动的作用和形式与传统的户外管理发展计划区分开来。在为期三天的活动中,从个人学习到团队学习的过程是基于行动、理论输入和自我评估的相互作用。重点放在有目的的对话,共享学习,系统思考和寻求合作的个人责任-现实组织生活中的基本要素。在LDO后的后续讨论中,通过对关键事件的视频输入,激发了个人反思能力和提高学习技能的小组对话过程。所取得的学习成果通常被认为是传统课堂活动所不能提供的,并且在整个课程中建立了新的思维来巩固和应用学术知识,为职业发展提供了刺激。
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引用次数: 0
Leadership challenges and behaviours in the information technology sector during COVID-19: a comparative study of leaders from India and the U.S 新冠肺炎期间信息技术领域的领导挑战和行为:对印度和美国领导人的比较研究
IF 6.3 Q2 MANAGEMENT Pub Date : 2022-05-27 DOI: 10.1080/13678868.2022.2069429
B. Barhate, Malar Hirudayaraj, Prakash K. Nair
ABSTRACT This study aims to compare the leadership challenges and behaviours in the information technology (IT) sector in India and the United States during the current COVID-19 pandemic. Through a basic exploratory qualitative study, we examined the challenges faced by leaders in both countries and how they evolved their leadership behaviours to meet employee needs and maintain business continuity. Even though situations resulting from the national lockdown and remote work varied across the two countries, leaders faced similar challenges with employee productivity, increased isolation, teamwork, client interactions, and employee’s work life balance. Our findings confirm that leaders from heterogeneous countries exhibit homogeneous behaviours. Leaders invested in increasing their virtual presence, demonstrates exemplary behaviour, and practiced distributed leadership to enable seamless communication among team members.
摘要本研究旨在比较当前新冠肺炎大流行期间印度和美国信息技术(IT)部门的领导挑战和行为。通过一项基本的探索性定性研究,我们考察了两国领导人面临的挑战,以及他们如何发展领导行为以满足员工需求并保持业务连续性。尽管全国封锁和远程工作导致的情况在两国各不相同,但领导者在员工生产力、隔离度提高、团队合作、客户互动和员工工作与生活平衡方面也面临着类似的挑战。我们的研究结果证实,来自不同国家的领导人表现出相同的行为。领导者投资于增加他们的虚拟存在,展示模范行为,并实践分布式领导,以实现团队成员之间的无缝沟通。
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引用次数: 4
A cross-country kaleidoscope of leadership and learning: lessons from the pandemic 领导和学习的跨国家万花筒:大流行的教训
IF 6.3 Q2 MANAGEMENT Pub Date : 2022-05-27 DOI: 10.1080/13678868.2022.2078529
Sanghamitra Chaudhuri, Nisha N. Manikoth
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引用次数: 0
Crisis leadership during COVID-19: the response of ASEAN and EU regional leaders 2019冠状病毒病期间的危机领导力:东盟和欧盟区域领导人的应对
IF 6.3 Q2 MANAGEMENT Pub Date : 2022-05-26 DOI: 10.1080/13678868.2022.2071096
L. Nguyen, Oliver S. Crocco, O. Tkachenko, Victoria Jonathan
ABSTRACT The COVID-19 pandemic has tested the leadership in organizations of all sizes, industries, and geographic areas. Although substantive literature exists on leadership during a crisis, less attention has been paid to regional leadership and leaders’ response during a crisis. The critical roles that regional organizations such as the Association of Southeast Asian Nations (ASEAN) and the European Union (EU) play in a crisis call for a better understanding of how these organizations and their leaders respond to regional crises. This paper provides a comparative insight into regional leaders’ crisis leadership and communication approaches in ASEAN and the EU during the COVID-19 pandemic in 2020. We describe the response timelines of the two regional organizations and highlight the significant roles of regional leaders in coordinating and implementing regional responses during a crisis, including providing consistent communication and collective leadership to facilitate cooperation, solidarity, and efforts towards recovery. We provide implications for HRD research and practice, specifically around the role of regional leaders in creating and implementing Regional HRD mechanisms in response to crises.
2019冠状病毒病大流行考验了各种规模、行业和地理区域的组织的领导力。尽管存在大量关于危机中的领导力的文献,但对危机中的区域领导力和领导者反应的关注较少。东南亚国家联盟(ASEAN)和欧盟(EU)等区域组织在危机中发挥的关键作用要求我们更好地了解这些组织及其领导人如何应对地区危机。本文对2020年新冠肺炎大流行期间东盟和欧盟地区领导人的危机领导力和沟通方式进行了比较分析。我们描述了两个区域组织的应对时间表,强调了区域领导人在危机期间协调和实施区域应对措施方面的重要作用,包括提供持续的沟通和集体领导,以促进合作、团结和努力恢复。我们为人力资源开发研究和实践提供了启示,特别是围绕区域领导人在创建和实施区域人力资源开发机制以应对危机方面的作用。
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引用次数: 2
A cross-country analysis of hotel leaders’ response to COVID-19: a way forward 对酒店领导者应对COVID-19的跨国分析:前进之路
IF 6.3 Q2 MANAGEMENT Pub Date : 2022-05-13 DOI: 10.1080/13678868.2022.2072701
Karen R. Johnson, Pallvi Arora, B. Singh
The coronavirus disease (COVID-19) pandemic caused by the SARS-CoV-2 virus resulted in unprecedented economic disruption in global business operations across industries that led to a shutdown of the world economy (Arora and Suri 2020). The overnight transformation in workplace operations caused drastic changes to the way organizations functioned; changes driven primarily by governments’ mandates to manage the public health impacts from the virus. Because of the nature of business, the tourism and hospitality industry has been one of the hardest hit , globally (Gursoy and Chi 2020). Worldwide, governments’ initiatives to flatten the infection rate curve, included lockdowns, closure of international borders, domestic and international flight and cruise travel restrictions, and the adoption of Standard Operating Procedures (SOPs) like the six-feet social distancing and mask wearing. With some degree of regional variation, the impacts of COVID-19 led to the closure of hospitality operations, resulting in serious repercussions for the industry (Sharma and Mahendru 2020). Since governments in both developed and developing countries recognize the hospitality economic and social major generator foreign exchange earnings, and employment creation 2005), addressing the impact of COVID-19 was an urgent concern for industry leaders. While a high degree of uncertainty and disruption had been caused by the pandemic at the broader level of hospitality operations, attention is also drawn to its impact on the workforce. By nature, this industry is heavily human resource intensive (Jayawardena Simply stated, it takes numerous employees at various levels to operate the industry (Baum Any in the industry creates impacts on the workforce. significant in international travels, millions of hospitality employees felt the effect of reduced work hours, furlough, or loss of employment. Prior to the pandemic, a and reshaping organizational operations in response to the disruption. The study highlights the importance of leadership actions during crisis events and the significance of the reflection-in-action approach. Formal and on-the-job training for CEOs and management should include components on leading through crises to prepare leaders to manage the organization into successful recovery. Leadership crisis training should provide the opportunity to hypothetically test various crisis management models to determine best case scenarios for handling different types of crises. Leaders can be trained to adopt certain competencies to lead effectively and to achieve organizational resilience through its strategies, employees, and other resources (Wooten and James 2008). The results from the crisis management model can be used in HRD practice to offer guidance on how the hotel industry can respond to, and recover from, the devastating effects of COVID-19.
由SARS-CoV-2病毒引起的冠状病毒病(COVID-19)大流行导致全球各行业的经济运营前所未有的中断,导致世界经济陷入停滞(Arora和Suri 2020)。工作场所运作的一夜之间的转变导致了组织运作方式的剧烈变化;这些变化主要是由政府管理病毒对公共卫生影响的任务所推动的。由于商业的性质,旅游和酒店业一直是全球受打击最严重的行业之一(Gursoy和Chi 2020)。在世界范围内,各国政府为拉平感染率曲线而采取的举措包括封锁、关闭国际边境、限制国内和国际航班和邮轮旅行,以及采用六英尺社交距离和戴口罩等标准操作程序。由于存在一定程度的区域差异,COVID-19的影响导致酒店业务关闭,对该行业造成严重影响(Sharma和Mahendru 2020)。由于发达国家和发展中国家的政府都认识到酒店业是经济和社会的主要来源(外汇收入和创造就业,2005年),因此应对COVID-19的影响是行业领导者迫切关注的问题。虽然大流行病在更广泛的接待业务层面造成了高度的不确定性和中断,但也提请注意其对劳动力的影响。从本质上讲,这个行业是高度人力资源密集型的(Jayawardena)简单地说,它需要许多不同层次的员工来运营这个行业(Baum)。在国际旅行中,数以百万计的酒店员工感受到工作时间减少、休假或失业的影响。在大流行之前,为应对这种中断,我们正在调整组织业务。该研究强调了危机事件中领导行动的重要性以及行动中反思方法的意义。对ceo和管理层的正式和在职培训应包括领导渡过危机的内容,以使领导者为管理组织成功复苏做好准备。领导力危机培训应该提供机会,假设测试各种危机管理模型,以确定处理不同类型危机的最佳案例方案。领导者可以接受培训,采用一定的能力来有效地领导,并通过其战略,员工和其他资源实现组织弹性(Wooten和James 2008)。危机管理模型的结果可用于人力资源开发实践,为酒店业如何应对COVID-19的破坏性影响并从中恢复提供指导。
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引用次数: 1
Leading through the COVID-19 crisis: a study of the public sector in the Arab Middle East 领导应对新冠肺炎危机:阿拉伯中东公共部门研究
IF 6.3 Q2 MANAGEMENT Pub Date : 2022-05-10 DOI: 10.1080/13678868.2022.2069428
Jouharah M. Abalkhail
ABSTRACT This study explores responses of public sector leaders to the COVID-19 crisis and their perceptions regarding the impact of the pandemic. Situated in the under-researched Middle Eastern cultural context, the paper draws on data from qualitative, in-depth semi-structured interviews with public sector leaders in Saudi Arabia and Oman. The qualitative analysis revealed that leaders in both countries responded to the crisis by displaying certain behaviours and actions, including sharing power, finding ways to maintain productivity in a virtual work environment, prioritizing employee well-being, and using effective virtual communication strategies. This study provides evidence that, even with complex challenges and negative effects of the crisis, there is a window of opportunity to reform the workplace and to strengthen group cohesion and solidarity within public organizations. The paper also offers novel insights into leaders’ experiences, contributing to theory and practice in this area. The findings identify approaches for human resource development practitioners and government sectors in embracing collective leadership styles and implementing group cohesion strategies to strengthen organizational culture and ultimately to overcome any future crisis.
本研究探讨了公共部门领导人对COVID-19危机的反应以及他们对大流行影响的看法。本文位于研究不足的中东文化背景下,采用了对沙特阿拉伯和阿曼公共部门领导人进行定性、深入的半结构化访谈的数据。定性分析显示,两国领导人通过展示某些行为和行动来应对危机,包括分享权力,在虚拟工作环境中寻找保持生产力的方法,优先考虑员工的福祉,以及使用有效的虚拟沟通策略。这项研究提供的证据表明,即使面临复杂的挑战和危机的负面影响,也有机会改革工作场所,加强公共组织内部的群体凝聚力和团结。本文还对领导者的经验提供了新颖的见解,为这一领域的理论和实践做出了贡献。研究结果为人力资源开发从业者和政府部门确定了采用集体领导风格和实施群体凝聚力战略的方法,以加强组织文化,最终克服任何未来的危机。
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引用次数: 1
Leadership response to COVID-19: a comparative analysis of the education sector in USA and India 领导层应对新冠肺炎:美国和印度教育部门的比较分析
IF 6.3 Q2 MANAGEMENT Pub Date : 2022-05-06 DOI: 10.1080/13678868.2022.2073119
Rimjhim Banerjee-Batist, Krishna Gajjar, P. Saxena, Judy B. Smetana, Ashutosh Muduli
ABSTRACT As the COVID-19 pandemic overwhelmed the world, educational leaders implemented crisis management plans to mitigate its impact on their students, faculty, staff, and their families. We studied five cases in the education sector in the world’s largest democracies: the United States of America and India. Through document analysis and semi-structured interviews, we investigated the responses of educational leadership during each stage of the crisis. In the cases we studied, leaders in USA adopted a consultative decision-making approach more often than their Indian counterparts. Moreover, group-based approach was evident only among leaders in USA. Leaders in both countries were creative and diligent in communicating, both to gather information as well as for dissemination. Leaders had to think out of the box to meet the needs of students and faculty, as well as the communities in their immediate areas. Resource identification and distribution, overcoming the digital divide between rural and urban areas, and the acquisition and appropriate allocation of safety equipment are just a few of the challenges addressed by the academic leaders. This study makes an important contribution to crisis leadership by looking at competencies needed to manage a crisis, and the influence of national culture in decision-making behaviours during a crisis.
摘要随着新冠肺炎疫情席卷全球,教育领导者实施了危机管理计划,以减轻其对学生、教职员工及其家人的影响。我们研究了世界上最大民主国家教育部门的五个案例:美利坚合众国和印度。通过文献分析和半结构化访谈,我们调查了教育领导层在危机各个阶段的反应。在我们研究的案例中,美国领导人比印度领导人更经常采用协商决策方法。此外,基于群体的方法只在美国的领导人中表现得很明显。两国领导人都富有创造力,善于沟通,既收集信息又传播信息。领导者必须跳出框框思考,以满足学生和教职员工以及他们所在地区社区的需求。资源识别和分配,克服农村和城市地区之间的数字鸿沟,以及安全设备的获取和适当分配,只是学术领袖所面临的一些挑战。这项研究通过考察管理危机所需的能力,以及国家文化对危机期间决策行为的影响,对危机领导力做出了重要贡献。
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引用次数: 5
Educational leadership support for work transitions during COVID-19: perceptions of K-12 teachers in United States and China 新冠肺炎期间对工作过渡的教育领导支持:对美国和中国K-12教师的看法
IF 6.3 Q2 MANAGEMENT Pub Date : 2022-05-03 DOI: 10.1080/13678868.2022.2072700
Yuanlu Niu, Yi-Jung Lee, Claretha Hughes, Xu Xu, Yidan Zhu
ABSTRACT The purpose of this study was to explore the educational leadership support as perceived by K-12 teachers and leadership effectiveness in addressing the work transition during the COVID-19 pandemic in two countries: China and the U.S. In this exploratory study, sixteen K-12 teachers from China and the U.S. were interviewed. Our findings indicated that participants received educational leadership support in daily tasks, well-being, and training and development. Participants also indicated that their leaders helped them cope with the work transition by empowering and inspiring them. However, the leaders also faced challenges including limited resources and lack of authorization from upper-level administration. Differences in educational leadership were identified between China and the U.S. in terms of communication and trust-building, work-life/family balance, and safety. This study provides insights for educational leaders and HRD professionals on strategies to support teachers in a crisis such as the pandemic.
本研究旨在探讨中国和美国两国K-12教师在应对COVID-19大流行期间的教育领导支持和领导有效性。在这项探索性研究中,来自中国和美国的16名K-12教师接受了采访。我们的研究结果表明,参与者在日常任务、幸福感、培训和发展方面得到了教育领导的支持。参加者亦表示,领导给予他们权力和启发,协助他们应付工作转型。然而,这些领导人也面临着资源有限和缺乏上级管理授权等挑战。在沟通和建立信任、工作生活/家庭平衡和安全方面,中美两国在教育领导方面存在差异。这项研究为教育领导者和人力资源开发专业人员提供了在疫情等危机中支持教师的战略见解。
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引用次数: 2
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HUMAN RESOURCE DEVELOPMENT INTERNATIONAL
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