Human Resource Development Quarterly最新文献

Manager as Coach (MAC) is a concept that relates to managers who actively coach their subordinates to improve their skills, competence, and performance. The MAC practice is a popular tool for managers in organizations; however, there is a debate about the benefits gained from coaching by MACs and a theoretical gap regarding the effectiveness of this process. The purpose of this study is to examine the different perceptions of managers who coach their subordinates and subordinates coached by their managers of the coaching process and to estimate the perceived success of this process. In-depth interviews were conducted with 13 MACs and 9 coachees from various organizations in Israel. Qualitative content analysis was used to analyze and interpret the data. Basic analysis indicates that the perceptions of the MACs toward the coaching process were positive, whereas the coachees held mixed perceptions. The different perceptions point to the unequal power relations between the MACs and the coachees. In the interpretive analysis, it was found that the perceptions toward the MAC process affect coachee feelings toward the organization but not the coach's feelings. Relying on Leader-Member Exchange (LMX) theory, the MAC process will be successful only if managers significantly reduce power distances. Therefore, organizations must offer their MACs significant coaching training to decrease the negative consequences of the MAC practice and to diminish the power distance between MAC and coachee.

We explored the perceptions of individuals in teams (both leaders and members) regarding shared leadership in the South Korean business context, seeking a nuanced and unique understanding of shared leadership. We examined how shared leadership in team-based structures develops and functions. Informed by the driving and restraining forces framework, we elucidate factors that facilitate and that impede shared leadership practice and implementation. The analysis uses semi-structured interviews with seven teams that each consist of one team leader and two team members. Findings include the four essential elements of shared leadership and the identification of the driving and restraining forces for why employees and managers welcome or refuse to accept shared leadership. We present strategies for human resource development (HRD) professionals seeking to cultivate shared leadership in the South Korean context. We also discuss the study's limitations and potential directions of inquiry for future researchers.

This research explored procrastination in the context of career self-management, a construct that we refer to as career advancement procrastination (CAP). Drawing on the career self-management model extension of social cognitive career theory, we hypothesized that personality traits (i.e., trait passive procrastination and trait active procrastination) and contextual factors (i.e., career resources and career barriers) have effects on passive CAP and active CAP via career self-efficacy. Hypotheses were tested on a sample of employed Canadians in a two-wave study (N = 201). As predicted, we found that trait passive procrastination was positively related to passive CAP, trait active procrastination was positively related to active CAP, and career barriers were related to both passive CAP and active CAP. We also found positive indirect effects of trait passive procrastination and career barriers, and negative indirect effects of career resources, on both passive CAP and active CAP via career self-efficacy. Taken together, these findings suggest that companies can decrease CAP by helping employees curb their dispositional procrastination tendencies, as well as by reducing career barriers and increasing career resources, all of which should also aid in increasing employees' career self-efficacy.

This qualitative research explores how the broader social context supports employees' self-directed learning (SDL) when using a personal development plan (PDP), focusing especially on the people manager's role. Based on deductive and inductive analysis of verbatim transcripts from 28 semi-structured interviews with employees and people managers in a non-profit organization, the study reaches three main findings. First, it confirms the key role that people managers play within PDP practices and their need to balance autonomy support, and structure, adapting their leadership style to employees. Second, it confirms the added value of PDPs for long-term learning goals and for creating a “humanitarian corridor” for personal and professional development, where efficient formal learning is complemented by informal learning activities embedded and situated in the work itself. Finally, it articulates a new conceptualization of SDL within a broader social context. These findings are complemented by practical implications and directions for future research.

The purpose of this study was to review diversity climate and inclusive climate scales and identify their features. By using three key concepts present in the diversity and inclusion climate literature (fairness, uniqueness, and belongingness), 13 measures were analyzed and summarized according to individual, group, leadership, and organizational levels. Both inclusive and diversity climate measures are based on the assumption that individual differences should be perceived, accepted, and valued in organizations. Inclusive climate measures specifically emphasize how much individuals feel a sense of belongingness to their groups or organizations while still feeling free to maintain and express their differences and uniqueness. Measures for diversity climate focus on the ways in which organizations can support diverse employees and how organizations can provide fair and equal opportunities to employees regardless of their differences. Discussion and implications are presented.

The chaotic initial stages of the Covid-19 pandemic severely challenged organizations. Economies shut down and millions of people were confined to their homes. Human resource practitioners turned to organizational coaching, a trusted human resource development intervention for help, however, to remain relevant during the crisis coaches had to adapt their praxis. The working alliance describes the mutual bond, goal, and task alignment between coach and client and is an indication of coaching efficacy. This study investigates to what extent organizational coaches' praxis adaptation at the start of the pandemic maintained a working alliance that still served the human resource development (HRD) paradigms of learning, performance, and meaningful work. Interviews with 26 organizational coaches from USA, UK, Australia, and South Africa recorded during the first general lockdown (April 2020) were inductively analyzed using thematic analysis and deductively interpreted through the working alliance theory and desired HRD outcome paradigms. Findings reveal seven organizational coaching praxis adaptations judged to support all three working alliance components, with “task” and “goal” more prominent than “bond,” suggesting a pragmatist preference reminiscent of crisis management. Praxis adaptation also seems to promote all three HRD paradigms of learning, performance, and meaningful work on individual and/or organizational levels. This study strengthens the already well-established link between HRD and coaching by positing that coaching is a dynamic, pragmatic, self-adaptive intervention that supports HRD during a crisis. Understanding coaches' praxis adaptation during the volatile initial stages of a crisis is important for HRD theory and practice given HRDs increasing reliance on coaching.

This paper provides insights into the opportunities and risks that the technological transformation of Human Resource Development (HRD) presents in the context of early career talent in the accounting, banking, and finance sector. Three research questions are explored. (1) What opportunities exist for organizations investing in technology as a talent management strategy for recruiting early career talent? (2) What are the risks or threats to organizations from investing in technology as a strategy for recruiting early career talent? (3) What role do meso-level actors play in recruiting early career talent? More specifically, to what extent do the views of graduate recruiters and career advisors as agents of organizations and higher education institutions align or diverge? Thirty-six semi-structured interviews were conducted with graduate recruiters and career advisors. Thematic analysis was subsequently applied, identifying three themes (i) employer branding, (ii) virtual recruitment, and (iii) diversity and social inclusion agendas, each presented opportunities and risks. The theoretical contribution comes from advancing career ecosystems and the new psychological contract as a theoretical framework by focusing on technological transformation and capturing the dyadic relationship between the meso-level actors. Our paper integrates three topic clusters of HRD interventions and outcomes, national HRD, and career development, while manifesting the role and importance of under-represented career actors. Practical implications aim to help shape talent management strategies for recruiting early career talent. Capturing the views of career advisors in this study can help organizations identify blind spots and inform policy.

Scholars have become increasingly interested in employees' well-being. Despite studies on the relationships among well-being constructs, research gaps still exist from the longitudinal and within-person perspectives. Based on top-down and bottom-up theories of subjective well-being and spillover theories, this study examines the longitudinal relationships of work satisfaction, nonwork satisfaction, and subjective well-being. A random intercept cross-lagged panel model was used with the data of four yearly waves collected from 8624 full-time employees. The autoregressive and cross-lagged coefficients were not stable but rather change across time. There were strong between-person correlations between work satisfaction, nonwork satisfaction, and subjective well-being. At the within-person level, the paths from subjective well-being to work satisfaction were not significant while the paths from subjective well-being to nonwork satisfaction were significant over the years. The cross-lagged effects from work satisfaction and nonwork satisfaction to subjective well-being were not significant across the years. However, the cross-lagged relationships between work satisfaction and nonwork satisfaction were significant. Theoretical implications, practical implications, and suggestions for future research were discussed.