Human Resource Development Quarterly最新文献

Meaningfulness is a fundamental psychological need and can result in numerous positive outcomes for employees and organizations. However, little is known about how inclusive leadership can promote employees' sense of meaningful work. Drawing upon self-determination theory, we posit that inclusive leadership enhances meaningful work through creating psychological safety and fostering learning from errors. Inclusive leadership improves work meaningfulness as it contributes to better job attributes. Study hypotheses were tested using a multiple-study research design, including a two-wave field study of 317 full-time employees (Study 1) and a randomized experimental vignette methodology with 440 participants (Study 2). Findings from both studies support the hypothesized mediation model and suggest that inclusive leaders enhance employees' meaningful work mediated through psychological safety and learning from errors.

Egan, T., Shirmohammadi, M., Kim, S. and Akdere, M. (2023), Top 12 reasons your qualitative research will be accepted by a journal. Human Resource Development Quarterly, 34, 7–17. https://doi.org/10.1002/hrdq.21500

In the published version of Appendix, A, row 9, the surnames ‘Eidh’ and ‘Betero’ were incorrectly captured in the reference.

This should have read:

Eldh, A. C., Arestedt, L. & Bertero, C. (2020). Quotations in qualitative studies: Reflections on constituents, custom and purpose. International Journal of Qualitative Methods, 19, 1–6.

We apologize for this error.

Previously, scholars have studied the need for implementing different human resource (HR) configurations that foster aging employees' outcomes, but there is a lack of evidence at the group level. Using the framework of Social Exchange Theory, coupled with the Selection, Optimization, and Compensation theory, we examine associations between bundles of HR practices, age (measured both as calendar age and proportion of an aging workforce), and performance, at both the individual and group levels. First, the outcomes of our multi-level analysis show that bundles of maintenance-enhancing HR practices are positively related to performance at both levels, whereas bundles of growth-enhancing HR practices associate with performance only at the group level. Second, age relates positively to performance, both at the individual and group levels. At the group level, there is an inverted U-shaped relationship between the proportion of an aging workforce and group performance, such that a group's performance benefits from the participation of older employees up to a maximum proportion of 56%. Finally, age negatively moderates the association between growth-enhancing HR bundles and performance at both the individual and group levels. Results highlight the value of older employees for working organizations, and the importance of adopting HR practices that consider maintenance and growth-related needs across the life-span, while also providing useful theoretical and practical implications for Human Resource Development scholars and professionals.

Spirituality has been associated with a person's desire to perform meaningful work and to feel connected with the community that is being served through this work. Since most adults spend a large amount of their productive hours at work pursuing meaning and purpose in their jobs, the concept of workplace spirituality (WS) has gained considerable attention. The nature of work has also increasingly shifted to the use of teams of expert talent to solve complex problems, thus calls for further research on team member behaviors that effect team productivity and team member motivation have been made. With the prevalence of work teams, a better understanding of individuals' WS in work teams is needed, yet, limited empirical research has been conducted on this topic. Therefore, the purpose of this study was to better understand how individuals express and experience WS within their work teams and how their WS influences their work teams. A qualitative multi-case, multi-team design was employed using face-to-face, semi-structured individual interviews, collective work team interviews, observations, and field notes as the primary approaches to data collection. Data analyzed in this study using thematic analysis included 19 individual team member interviews, and six collective team interviews representing a total of six teams across two organizations. The findings and contributions of this study are presented, along with a future research agenda.

Ableism—which refers to a socially-sanctioned preference for normative bodies and minds, and which presumes one's abilities—is prevalent in any social system, including academia. However, despite an evolving disciplinary identity that seeks to improve work systems by addressing critical social issues, human resource development (HRD) as a field has done little to understand or advocate for the experiences of academics with disabilities. To challenge directly prevailing ableist assumptions and practices in academia, the present autoethnographic study was undertaken to reflect upon and detail my own experience of becoming an academic with a disability, specifically in the field of HRD. The story presented in this article presents evidence of unique challenges and opportunities facing an academic with a disability and seeks to stimulate meaningful dialogue around how to create a welcoming and inclusive academic culture for all. This article also advances autoethnography as a viable research methodology that allows for the authentic voices of members from marginalized communities and mobilizes change.

Women face obstacles to leader development within their organizations. We investigate how women benefit from joining women's professional organizations (WPOs). We first conducted a pilot study in which we surveyed members of a WPO in the Southeastern United States to investigate whether women join these types of organizations for leader development, with results indicating that most members joined for leader development. We then interviewed members of this same organization to explore what leadership-related benefits they derive from their involvement. We found that experiences within this organization allowed members to hone their leadership abilities, network with other women, work directly with and observe women leaders, and receive support from others to take on leadership roles. In turn, these members had increased leadership aspirations, more confidence in their leadership capabilities, and a more expansive view of leadership within their careers. Overall, the findings from this exploratory study highlight the important role that WPOs can play in women's leader development.