Human Resource Development Quarterly最新文献

Based on the human resource development (HRD) literature, this study considers HR system and leadership together, focusing on how to promote employees to champion and apply creative ideas. Based on multi-wave and multilevel field survey data of 252 Chinese employees nested in 42 groups, Study 1 found that developmental HR and exploitative leadership interact to influence creative idea championing and application via reciprocated obligation. The positive effects of developmental HR on creative idea championing and application were stronger and significant when exploitative leadership was lower (vs. higher), and reciprocated obligation mediated these effects. Study 2 replicated these findings with a scenario experimental design utilizing a sample of 186 MBA students from different companies. Our findings remind supervisors that they should not use exploitative leadership as it will reduce the positive effects of developmental HR, providing unique insights into HRD theory and practice.

Scholars have argued that individual characteristics promoting self-regulation such as self-efficacy and self-goal setting were crucial for employees to cope effectively with the challenges of teleworking during the early stages of the COVID-19 pandemic. Yet, research simultaneously exploring these specific self-regulatory abilities in relation to various performance dimensions is scarce. Thus, we examined whether self-efficacy and self-goal setting are related to proficiency, adaptivity, and proactivity while teleworking during the pandemic using a cross-sectional design (Study 1) and tested the directionality of these relationships using a two-wave cross-lagged panel design (Study 2). The degree of telework was considered a moderator for these relationships in both studies. Study 1 (N = 830) findings indicated that both self-efficacy and self-goal setting were positively related to all performance dimensions and that the degree of telework moderated the regression of adaptivity on self-efficacy to a small extent. Study 2 (N = 263) findings showed that self-efficacy at Time 1 had a positive effect on self-goal setting, proficiency, and adaptivity, measured at Time 2, whereas self-goal setting at Time 1 did not predict significantly any of the performance dimensions at Time 2. We also found evidence that adaptivity positively influenced self-efficacy over time. Our results provide important insights into the nature and directional relationships between self-regulatory abilities and different performance dimensions while teleworking during the pandemic.

Human resource (HR) practices have been focused on using assessments that are robust to faking and response biases associated with Likert-type scales. As an alternative, multidimensional forced-choice (MFC) measures have recently shown advances in reducing faking and response biases while retaining similar levels of validity to Likert-type measures. Although research evidence supports the effectiveness of MFC measures, fairness issues resulting from gender biases in the use of MFC measures have not yet been investigated in the literature. Given the importance of gender equity in HR development, it is vital that new assessments improve upon known gender biases in the historical use of Likert-type measures and do not lead to gender discrimination in HR practices. In this vein, our investigation focuses specifically on potential gender biases in the use of MFC measures for HR development. Specifically, our study examines differential test-taker reactions and differential prediction of self-assessed leadership ability between genders when using the MFC personality measure. In an experimental study with college students, we found no evidence of gender differences in test-taker reactions to MFC measures. In a second cross-sectional study with full-time employees, we found evidence of intercept differences, such that females were frequently underpredicted when using MFC personality measures to predict self-assessed leadership ability. Moreover, the pattern of differential prediction using MFC measures was similar to that of Likert-type measures. Implications for MFC personality measures in applied practice are discussed.

Retirees re-entering the workforce, popularly termed as bridge employment, is a phenomenon that is anticipated to increase in the coming years. Though research establishes that these employees have unique aspirations and work motives (see Mazumdar et al., 2020), primary research on how the retirement transition and bridge employment shape each other is scarce. This is troubling because a better understanding of the aspirations and motives of potential employees is an important step in designing suitable employee development strategies. To fill this gap in the literature, our paper explores the significance of retirement for those retirees who engage in bridge employment. We also explore whether bridge employment is unique from pre-retirement employment. We interviewed 26 bridge employees and analyzed their narrations using the thematic analysis method. We utilized the Kaleidoscope Career Model by Mainiero and Sullivan (2005) to contextualize our analysis. Our study reveals that bridge employees uniquely reconstruct the meaning of retirement as a frontier between “prioritizing the obligations” and “prioritizing self.” Our findings also demonstrate how this view allows retirees to prioritize self-directed goals during bridge employment. Our paper enriches the human resource development literature on careers and retirement by examining it from the vantage point of bridge employees. We shed light on how re-framing the narratives of retirement helps distinguish between bridge employment and pre-retirement employment for retirees. Better understanding this distinction can help lay the foundation for crafting suitable employee development programs for improved motivation and retention.

In line with calls to stimulate methodological diversity and support evidence-based human resource development (HRD) through quantitative competencies, we present a methods demonstration leveraging open-source tools and lesser-known quantitative research methods to support the HRD research community and applied HRD in the workplace. In this paper, we provide an informative introduction to partial least squares structural equation modeling (PLS-SEM). We discuss PLS-SEM application trends in the field of HRD, present key characteristics of the method, and demonstrate up-to-date metrics and evaluation guidelines using an illustrative model. Our PLS-SEM demonstration and explanations can serve as a valuable resource for practitioners concerned with substantiating results for organizational stakeholders and support researchers in methodological decision-making while avoiding common pitfalls associated with less familiar methods. Our step-by-step demonstration is conducted in open-source software and accompanied by explicitly coded operations so that readers can easily replicate the illustrative analyses presented.