Human Resource Development Quarterly最新文献

While much bias and discrimination research has focused on individual identity analysis, for example, gender, race, or ethnicity, what is not fully understood is how other social categories of difference influence discrimination. Using qualitative content analysis, this study examines facets of women leaders' identity that influence their experiences of bias. Respondents were 913 women in four United States industries in which top leadership roles are male dominated but the industries overall are female dominated or gender balanced. The findings revealed 30 distinct identity factors that were used as the basis for discrimination. The variety of the factors and the variation of stigma within each factor show that women leaders are considered “never quite right” as almost any facet of their identity can be declared problematic for a specific woman in a specific context. Human resource leaders should create inclusive policies so that women can express their authentic selves at work. Leadership teams and supervisors should be trained to recognize identity factors that may be the focus of criticism and, thus, serve as veiled bases for discrimination.

Human Resource Development (HRD) scholarship and practice include attention to social justice and human rights, which are critical in international workspaces, including social enterprises. HRD principles could help such organizations better foster intercultural collaboration and respect, while promoting both economic prosperity and social good. The purpose of this qualitative case study is to explore, through a critical national HRD lens, how HRD principles could enhance the operations of an international social enterprise, focused on skills development, capacity building, and empowerment for women entrepreneurs in Ghana. This study highlights the role HRD principles could play in addressing challenges the entrepreneurs faced and in enhancing economic and social development. We apply an integrated critical national HRD framework consisting of three components: (1) global awareness, (2) holistic, socially conscious economic development, and (3) the negotiated power and performance. We find that HRD practices, such as cross-cultural training and development programs, could mitigate challenges entrepreneurs experienced due to cultural conflict based on language, mismatched expectations regarding production quality, and a lack of predictability or control over workload and compensation. Yet, the work of the nongovernmental organization (NGO) did support their financial independence and stability and work to consider the role of gender in the support women received. Attention to socially conscious economic development as viewed through the critical national HRD can support such organizations as they seek to address women's holistic needs. We offer recommendations for research, policy, and practice to help NGOs minimize sociocultural confusion, develop meaningful programming, and bridge the economic and social missions of the organization.

Feedback is a vital human resource development (HRD) practice, extensively researched and used to regulate employee behavior and performance. However, despite a century of research and immense significance and use, we still do not fully know why some accept feedback while others reject it. Critics blame both providers and recipients, as well as feedback message format, for this failure. In this study, I investigated whether the focus of the supervisory feedback (negative vs. negative and facilitative) could enhance employees' responses to feedback (e.g., acceptance and use). I also examined whether employees' mindset (i.e., fixed vs. growth) would moderate these relationships. I proposed that employee coaching (i.e., negative and facilitative) would be more accepted than negative feedback alone. In addition, I expected a positive moderating role of the growth mindset between supervisory feedback and employees' responses. To test these assumptions, I conducted a laboratory experimental vignette study (N = 69). In line with propositions, employee coaching had a larger effect on the employees' responses to feedback (e.g., feedback acceptance; M = 4.95, SD = 1.24) than negative feedback alone (M = 4.08, SD = 1.35). In addition, simple slope results showed that employee coaching was significantly higher than negative feedback for growth mindset (i.e., +1 SD). Finally, path analysis revealed that the interaction between negative feedback, employee coaching, and mindset yielded the strongest positive effect on employees' responses to feedback. Overall, findings add to and endorse calls for more future-focused HRD practices during feedback interventions. In addition, for effective feedback, this study calls for HRD practitioners to account for all critical factors involved in feedback exchanges, from provider to recipient and feedback message.

Organizations must constantly reinvent and improve their competitiveness to remain viable in ever-changing environments. In the domain of human resources development, this can be achieved through employee job crafting. Drawing on the self-determination theory, we propose a novel framework for self-determination processes by showing that high-performance work systems (HPWSs), transformational leadership (TFL), and a proactive work climate can strengthen employees' sense of personal competence, autonomy, and relatedness, which, in turn, can promote employee job crafting. Specifically, we tested a moderated-mediation model in which HPWSs function as organizational antecedents that drive employee job crafting through TFL in a proactive work climate. Using a sample of 45 supervisors and 240 employees from several industries in Taiwan, we found that HPWSs (the distal organizational predictor) and TFL (the proximal social predictor) drive employees to engage in job crafting behaviors. We also found that a proactive work climate not only served as a boundary condition shaping the nurturing effect of TFL on employee job crafting, but also enhanced the indirect effect of HPWSs on employee job crafting via TFL.

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.

This study deepens our understanding of the micro-level processes underlying the relationship between employees' internal corporate social responsibility (CSR) perceptions (perceived internal CSR) and their proactive behavior. Drawing on the self-regulation and social information processing perspectives, we propose that perceived internal CSR enacts employees' intentions to start personal projects within the organization. We contend that this relationship is contingent upon employees' perceptions of the external prestige of the organization. Additionally, we argue that this interplay influences employees' proactive behavior, specifically innovative and risk-taking actions. Employing a multimethod approach, comprising a multisource field study involving 640 employee-supervisor dyads and a two-by-two experimental design with 152 respondents, our findings demonstrate a positive association between perceived internal CSR and employees' intentions to start personal projects. This effect is stronger when employees perceive the organization as highly prestigious. As predicted, this interaction positively influences innovative and risk-taking behaviors. This research provides valuable insights into the nuanced dynamics between internal CSR and proactive behavior, offering implications for scholars and practitioners in human resource development.

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.