{"title":"Information for Contributors","authors":"","doi":"10.1002/hrdq.21481","DOIUrl":"https://doi.org/10.1002/hrdq.21481","url":null,"abstract":"","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 3","pages":"391-396"},"PeriodicalIF":4.0,"publicationDate":"2024-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21481","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142170124","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jon M. Werner, Andrea D. Ellinger, Valerie Anderson, Kim Nimon
{"title":"A reflective provocation on generativity and human resource development","authors":"Jon M. Werner, Andrea D. Ellinger, Valerie Anderson, Kim Nimon","doi":"10.1002/hrdq.21550","DOIUrl":"https://doi.org/10.1002/hrdq.21550","url":null,"abstract":"","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 3","pages":"257-272"},"PeriodicalIF":4.0,"publicationDate":"2024-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142169981","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This editorial article examines how generative Artificial Intelligence (GAI) can bridge various human resource development (HRD) processes. As GAI adoption increases in human resources practices, understanding its potential to integrate different HRD activities becomes more important. The article reviews recent literature on Artificial Intelligence (AI) applications in HRD and explores GAI-enabled links between key HRD processes. The linkages include data-driven decision-making, real-time skill gap analysis, job crafting with GAI, GAI-supported personalized development plans, GAI-powered employee sentiment analysis, GAI chatbots, GAI-enabled virtual reality simulations, and GAI-supported social network analysis in talent and organization development contexts. By highlighting these GAI-enabled interconnections, the article provides insights into a more integrated approach to HRD. It also discusses implications for HRD practitioners and researchers, analyzing specific applications of GAI in HRD and recommending future research.
这篇社论文章探讨了生成式人工智能（GAI）如何在各种人力资源开发（HRD）过程中发挥桥梁作用。随着 GAI 在人力资源实践中的应用越来越多，了解其整合不同人力资源开发活动的潜力变得越来越重要。本文回顾了近期有关人工智能（AI）在人力资源开发中应用的文献，并探讨了 GAI 在人力资源开发关键流程之间的联系。这些联系包括数据驱动的决策、实时技能差距分析、利用GAI进行职位设计、GAI支持的个性化发展计划、GAI驱动的员工情感分析、GAI聊天机器人、GAI支持的虚拟现实模拟，以及GAI支持的人才和组织发展背景下的社交网络分析。通过强调这些由 GAI 支持的相互联系，文章对更加综合的人力资源开发方法提出了见解。文章还讨论了对人力资源开发从业人员和研究人员的影响，分析了GAI在人力资源开发中的具体应用，并对未来的研究提出了建议。
{"title":"Bridging human resource development processes through generative Artificial Intelligence","authors":"Pawel Korzynski PhD, Sewon Kim PhD, Toby Egan PhD","doi":"10.1002/hrdq.21551","DOIUrl":"https://doi.org/10.1002/hrdq.21551","url":null,"abstract":"<p>This editorial article examines how generative Artificial Intelligence (GAI) can bridge various human resource development (HRD) processes. As GAI adoption increases in human resources practices, understanding its potential to integrate different HRD activities becomes more important. The article reviews recent literature on Artificial Intelligence (AI) applications in HRD and explores GAI-enabled links between key HRD processes. The linkages include data-driven decision-making, real-time skill gap analysis, job crafting with GAI, GAI-supported personalized development plans, GAI-powered employee sentiment analysis, GAI chatbots, GAI-enabled virtual reality simulations, and GAI-supported social network analysis in talent and organization development contexts. By highlighting these GAI-enabled interconnections, the article provides insights into a more integrated approach to HRD. It also discusses implications for HRD practitioners and researchers, analyzing specific applications of GAI in HRD and recommending future research.</p>","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 3","pages":"247-256"},"PeriodicalIF":4.0,"publicationDate":"2024-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142170309","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Seonghee Cho, Sohee Kim, Sooyeol Kim, Hun Whee Lee
Drawing on resource‐based theories and the work–nonwork interface perspective, this study examines the full cycle of the resource gain–loss dynamics experienced by remote workers under constrained face‐to‐face personal social interactions. Our proposed model highlights how the lack of personal social interactions, particularly when involuntarily restricted, negatively impacts daily performance through resource loss. We introduce virtual social interaction (VSI) as an alternative source of social support. Using a 5‐day daily diary study with 170 white‐collar employees (n = 620) working remotely during COVID‐19, multilevel path analysis revealed that lack of personal social interactions decreased task performance and helping behavior via loneliness and reduced work resources. Further, we found a resource‐replenishing effect of VSI, when undertaken during work hours, serving as a protective factor against resource loss and poor performance.
{"title":"How remote workers manage loneliness and performance: Virtual social interaction as an alternative resource management strategy","authors":"Seonghee Cho, Sohee Kim, Sooyeol Kim, Hun Whee Lee","doi":"10.1002/hrdq.21547","DOIUrl":"https://doi.org/10.1002/hrdq.21547","url":null,"abstract":"Drawing on resource‐based theories and the work–nonwork interface perspective, this study examines the full cycle of the resource gain–loss dynamics experienced by remote workers under constrained face‐to‐face personal social interactions. Our proposed model highlights how the lack of personal social interactions, particularly when involuntarily restricted, negatively impacts daily performance through resource loss. We introduce virtual social interaction (VSI) as an alternative source of social support. Using a 5‐day daily diary study with 170 white‐collar employees (<jats:italic>n</jats:italic> = 620) working remotely during COVID‐19, multilevel path analysis revealed that lack of personal social interactions decreased task performance and helping behavior via loneliness and reduced work resources. Further, we found a resource‐replenishing effect of VSI, when undertaken during work hours, serving as a protective factor against resource loss and poor performance.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"4 1","pages":""},"PeriodicalIF":3.3,"publicationDate":"2024-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142183624","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Workplace coaching is an established, proven personal development intervention relied on by human resource (HR) practitioners to improve individual growth and organizational performance. Numerous studies underscore coaching efficacy. However, in most coaching studies, there is a bias toward positive coaching experience. This points to a missed opportunity in understanding the nuances of negative coaching experiences and its effect on HR development (HRD). To address this limitation, we identified 13 instances from a sample of 357 coachees where organizational coaching was experienced as predominantly negative. Content analysis of the interviews revealed three main themes: mismatched expectations (getting off to a bad start); suboptimal relationship dynamics (lack of trust and perceived coach incompetence); and disruptive organizational influences (hidden agendas). Findings interpreted through the lens of HRD and working alliance theories reveal deep hidden dynamics of how negative coaching experiences could destroy organizational trust, amplify cultural mismatches, and affect employee career trajectories, negatively impacting several HRD objectives on both individual and organizational levels. On a theoretical level, the findings empirically underscore the need for an extend working alliance theory that includes the organization as a distinct construct in the coach–coachee dynamics, and shows the dual positive and negative leveraging effect of coaching on HRD objectives. Practically it points to the essential need for HR practitioners to be more closely and proactively involved in organizational coaching initiatives and we offer a number of practical suggestions to help HR avoid the potential detrimental long‐term negative effects of unsuccessful coaching.
{"title":"The coaching flipside: Factors underlying unsuccessful workplace coaching interventions and the implication for human resource development","authors":"Frederik Kruger, Nicky H. D. Terblanche","doi":"10.1002/hrdq.21548","DOIUrl":"https://doi.org/10.1002/hrdq.21548","url":null,"abstract":"Workplace coaching is an established, proven personal development intervention relied on by human resource (HR) practitioners to improve individual growth and organizational performance. Numerous studies underscore coaching efficacy. However, in most coaching studies, there is a bias toward positive coaching experience. This points to a missed opportunity in understanding the nuances of negative coaching experiences and its effect on HR development (HRD). To address this limitation, we identified 13 instances from a sample of 357 coachees where organizational coaching was experienced as predominantly negative. Content analysis of the interviews revealed three main themes: mismatched expectations (getting off to a bad start); suboptimal relationship dynamics (lack of trust and perceived coach incompetence); and disruptive organizational influences (hidden agendas). Findings interpreted through the lens of HRD and working alliance theories reveal deep hidden dynamics of how negative coaching experiences could destroy organizational trust, amplify cultural mismatches, and affect employee career trajectories, negatively impacting several HRD objectives on both individual and organizational levels. On a theoretical level, the findings empirically underscore the need for an extend working alliance theory that includes the organization as a distinct construct in the coach–coachee dynamics, and shows the dual positive and negative leveraging effect of coaching on HRD objectives. Practically it points to the essential need for HR practitioners to be more closely and proactively involved in organizational coaching initiatives and we offer a number of practical suggestions to help HR avoid the potential detrimental long‐term negative effects of unsuccessful coaching.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"253 1","pages":""},"PeriodicalIF":3.3,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141969150","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study explores the role of human agency in shaping the hopeful career state (HCS) of nurses in Oman during the COVID‐19 pandemic. Utilizing the enhanced critical incident technique (ECIT) and integrating Albert Bandura's three modes of agency (i.e., personal, proxy, and collective), this study aimed to identify helping and hindering factors affecting Omani nurses' HCS during the pandemic, while uncovering their wishes. Sixteen nurses from Oman's public healthcare sector were interviewed. The top three helping factors were family support (81.3%), support from leaders and senior colleagues (56.3%), and multidisciplinary team collaboration (43.8%). The most frequently reported hindering factors were lack of equipment, supplies, and infrastructure (100%), shortage of nurses (56.3%), and increased workload (50%). The top three wish‐list items included specialized hospitals for infectious diseases (62.5%), training and staff development (43.8%), and more nurses (31.3%). Through force‐field analysis, we delineated the agents and modes of agency at play, offering insights for targeted Human Resource Development (HRD) interventions. This study contributes to the HRD literature by illustrating the dynamic interplay of agency factors in crisis conditions. The findings highlight the need for HRD practitioners to develop multilevel interventions that foster personal, proxy, and collective agency to support healthcare workers' HCS during crises, providing a foundation for future strategies in healthcare and beyond.
{"title":"The role of human agency in nurses' hopeful career state","authors":"Issa Al Balushi, Hyung Joon Yoon, Tatum Risch","doi":"10.1002/hrdq.21545","DOIUrl":"https://doi.org/10.1002/hrdq.21545","url":null,"abstract":"This study explores the role of human agency in shaping the hopeful career state (HCS) of nurses in Oman during the COVID‐19 pandemic. Utilizing the enhanced critical incident technique (ECIT) and integrating Albert Bandura's three modes of agency (i.e., personal, proxy, and collective), this study aimed to identify helping and hindering factors affecting Omani nurses' HCS during the pandemic, while uncovering their wishes. Sixteen nurses from Oman's public healthcare sector were interviewed. The top three helping factors were family support (81.3%), support from leaders and senior colleagues (56.3%), and multidisciplinary team collaboration (43.8%). The most frequently reported hindering factors were lack of equipment, supplies, and infrastructure (100%), shortage of nurses (56.3%), and increased workload (50%). The top three wish‐list items included specialized hospitals for infectious diseases (62.5%), training and staff development (43.8%), and more nurses (31.3%). Through force‐field analysis, we delineated the agents and modes of agency at play, offering insights for targeted Human Resource Development (HRD) interventions. This study contributes to the HRD literature by illustrating the dynamic interplay of agency factors in crisis conditions. The findings highlight the need for HRD practitioners to develop multilevel interventions that foster personal, proxy, and collective agency to support healthcare workers' HCS during crises, providing a foundation for future strategies in healthcare and beyond.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"61 1","pages":""},"PeriodicalIF":3.3,"publicationDate":"2024-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141508791","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Information for Contributors","authors":"","doi":"10.1002/hrdq.21479","DOIUrl":"https://doi.org/10.1002/hrdq.21479","url":null,"abstract":"","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 2","pages":"235-240"},"PeriodicalIF":3.3,"publicationDate":"2024-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21479","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141424809","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Conducting engaged human resource development scholarship with a detached mindset","authors":"Baiyin Yang","doi":"10.1002/hrdq.21541","DOIUrl":"10.1002/hrdq.21541","url":null,"abstract":"","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 2","pages":"129-131"},"PeriodicalIF":3.3,"publicationDate":"2024-06-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141267696","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"What a difference 35 years make","authors":"Gary N. McLean","doi":"10.1002/hrdq.21542","DOIUrl":"10.1002/hrdq.21542","url":null,"abstract":"","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 2","pages":"125-127"},"PeriodicalIF":3.3,"publicationDate":"2024-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141190244","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
<p>HRDQ continues to celebrate its 35th anniversary. Originating from partnerships with the Association for Talent Development (ATD, formerly ASTD), the journal has progressively grown and strategically established itself in human resource development (HRD). Its interdisciplinary nature has brought together relevant research fields such as economics, management, education, sociology, psychology, and technology (Egan & Kim, <span>2024</span>). The HRDQ Editorial Team now hosts a diverse array of content and methodological expertise from HRD, management, industrial organizational psychology, public administration, and advanced quantitative and qualitative methodologies.</p><p>As the journal has earned growing recognition in social science research (Clarivate SSCI/ISI), the number of submissions has steadily increased. Recently, we further enhanced and diversified our editorial team, striving for research excellence and impactful practices. Randall S. Davis, Taha Hameduddin, and Taehee Kim have newly been added to our Editorial Team, bringing strong quantitative expertise and in-depth knowledge of the international, public, and non-profit sectors. These new additions join our Associate Editor Team including Kate Black, Julia Fulmore, Caleb Seung-hyun Han, Sunghoon Kim, Kibum Kwon, Philseok Lee, John Mendy, Melika Shirmohammadi, Jian-Min (James) Sun, Pattanee Susomrith, and Zhen Wang.</p><p>HRDQ will continue to publish relevant topical research on “employee training, talent management, team development, management and leadership, knowledge management, organizational learning, organization development and change, strategic planning, performance management, feedback, motivation, HRD analytics, careers and global work, critical theory, virtual workplace, the future of work and learning, intersectionality, indigenous perspectives, participatory inquiry, human-technology intersections, etc.” (Kim et al., <span>2022</span>).</p><p>Following the first invited editorial on HRDQ's origins (Swanson, <span>2024</span>), this summer issue presents two additional invited editorial articles showcasing perspectives from the Editors-in-Chief across the journal's history. Gary McLean, HRDQ's second Editor-in-Chief, provides his reflections on the emergence of HRD scholarship and practice. The article, by former editor Baiyin Yang, advocates for HRD scholars to actively apply engaged scholarship, ensuring research is both academically rigorous and practically relevant. It discusses the tension between deeply engaging in the real world while maintaining the detached perspective necessary for objective, unbiased research, and suggests a dialectical approach given the complexity of the world.</p><p>The current issue contains four research articles. The first article examines workplace spirituality within the context of teams. Utilizing multi-case and multi-team analyses, Nandini McClurg and colleagues explore how individuals' spirituality is expressed at work and ho
{"title":"From foundations to frontiers: 35 years of human resource development at HRDQ","authors":"Sewon Kim, Toby Egan","doi":"10.1002/hrdq.21543","DOIUrl":"10.1002/hrdq.21543","url":null,"abstract":"<p>HRDQ continues to celebrate its 35th anniversary. Originating from partnerships with the Association for Talent Development (ATD, formerly ASTD), the journal has progressively grown and strategically established itself in human resource development (HRD). Its interdisciplinary nature has brought together relevant research fields such as economics, management, education, sociology, psychology, and technology (Egan & Kim, <span>2024</span>). The HRDQ Editorial Team now hosts a diverse array of content and methodological expertise from HRD, management, industrial organizational psychology, public administration, and advanced quantitative and qualitative methodologies.</p><p>As the journal has earned growing recognition in social science research (Clarivate SSCI/ISI), the number of submissions has steadily increased. Recently, we further enhanced and diversified our editorial team, striving for research excellence and impactful practices. Randall S. Davis, Taha Hameduddin, and Taehee Kim have newly been added to our Editorial Team, bringing strong quantitative expertise and in-depth knowledge of the international, public, and non-profit sectors. These new additions join our Associate Editor Team including Kate Black, Julia Fulmore, Caleb Seung-hyun Han, Sunghoon Kim, Kibum Kwon, Philseok Lee, John Mendy, Melika Shirmohammadi, Jian-Min (James) Sun, Pattanee Susomrith, and Zhen Wang.</p><p>HRDQ will continue to publish relevant topical research on “employee training, talent management, team development, management and leadership, knowledge management, organizational learning, organization development and change, strategic planning, performance management, feedback, motivation, HRD analytics, careers and global work, critical theory, virtual workplace, the future of work and learning, intersectionality, indigenous perspectives, participatory inquiry, human-technology intersections, etc.” (Kim et al., <span>2022</span>).</p><p>Following the first invited editorial on HRDQ's origins (Swanson, <span>2024</span>), this summer issue presents two additional invited editorial articles showcasing perspectives from the Editors-in-Chief across the journal's history. Gary McLean, HRDQ's second Editor-in-Chief, provides his reflections on the emergence of HRD scholarship and practice. The article, by former editor Baiyin Yang, advocates for HRD scholars to actively apply engaged scholarship, ensuring research is both academically rigorous and practically relevant. It discusses the tension between deeply engaging in the real world while maintaining the detached perspective necessary for objective, unbiased research, and suggests a dialectical approach given the complexity of the world.</p><p>The current issue contains four research articles. The first article examines workplace spirituality within the context of teams. Utilizing multi-case and multi-team analyses, Nandini McClurg and colleagues explore how individuals' spirituality is expressed at work and ho","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 2","pages":"121-123"},"PeriodicalIF":3.3,"publicationDate":"2024-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141190255","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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