Human Resource Development Quarterly最新文献

The purpose of the present study is to identify the growth trajectories of employees' turnover intention using growth mixture modeling. We utilized work, family, and health study (WFHS) data consisting of repeatedly measured data of employees from an extended-care company (n = 799). We identified three profiles (i.e., Low-flat profile, Steadily increasing profile, and High-flat profile) that exhibit distinct patterns of change. Using multinomial logistic analysis, we also investigated the associations between the identified profiles and inter-role conflict (i.e., work-life conflict and life-work conflict), psychological workplace strain (i.e., perceived stress and emotional exhaustion), and socio-demographic characteristics (i.e., gender, age, tenure, and education). Finally, we examined the mean differences in the variables among the three profiles. Based on these results, we suggest theoretical and practical implications related to turnover intention.

Research on training has accumulated knowledge of factors influencing transfer of training. However, little is known about how these factors interact to impact training activity level and training transfer. Based on recent advances in the contingency approach to personality, we examine person–situation interaction by testing how task-contingent conscientiousness influences trainees to utilize supervisor support differently during training and transfer. We situate the current investigation in hybrid management training courses where a field sample of employees (N = 200) first attended required in-person workshops and then received voluntary online modules. Results show that task-contingent conscientiousness moderated both the linkage between supervisor support and training activity level and the linkage between training activity level and transfer of training. Specifically, for trainees with higher task-contingent conscientiousness, supervisor support tended to have a stronger association with training activity level, and training activity level tended to translate into more transfer of training. Our findings provide unique insights into when supervisor support may be more beneficial depending on trainees' individual differences. We discuss the theoretical and practical implications of this research.

Those who serve in military organizations typically develop a strong sense of identification with the defense force and those with whom they serve. However, when these individuals leave military service, they can experience a sense of displacement or culture shock, making transition into a civilian career a difficult prospect. This paper sought to explore veterans' experiences during the transition into civilian work and, in particular, the impact of this transition on their identity as they are socialized in a civilian organization. The stories of 31 Australian Defence Force veterans were gathered via semi-structured interviews to provide insight into the experiences during transition and the changing nature of their identity as they began working outside a military environment. The findings identify three stages of identity adjustment through which veterans pass during their transition: realizing, relinquishing, and reconceptualizing. While some encountered more struggles than others depending on their individual circumstances, the findings provide unique insights for HRD theory and practice to enhance the transition of serving military to a civilian workforce.

Employee engagement has been researched extensively in the management and human resource development (HRD) literature. However, the relationship between employee perceptions of HRD practices, engagement, and turnover intentions has not been sufficiently studied. In response, this two-study research examined the extent to which employees' perceived support for participation in HRD practices (PSHRD), engagement, and turnover intent were associated with each other in the service sector. Two samples (n_{Study 1} = 490 and n_{Study 2} = 511) of U.S. service sector employees were used. Using structural equation modeling, the results of both studies confirmed the theorized partially mediated model. Study 2 expanded on the initial model by adding the moderating variable positive reciprocity beliefs between PSHRD and emotional engagement, which has not yet been empirically tested. However, the moderator was found to be statistically insignificant. Implications for HRD theory, practice, and future research are discussed.

Emerging technologies coupled with the power of big data will transform organizations, requiring drastic changes to traditional approaches in training, communications, and team collaboration, to name only a few examples. Scholars and practitioners in the HRD field are tasked with empirically studying these new phenomena in order to assist both employees and organizations in effectively transitioning to future work. The advent of technological innovations has opened a new frontier of simulated training, including virtual reality-based simulations (VRBS). But are these innovations more effective than traditional approaches, such as video-based training (VBT)? Empirical investigations of these emerging technologies have been limited in the field of HRD. The current study addresses the gap in the HRD literature by conducting the first empirical research related to VR technology and its impact on training. The paper examines VRBS with a mixed methods research design within the interpersonal skills training context, comparing the effectiveness of this new medium to more traditional training platforms such as VBT. Results were mixed, with all hypotheses at least partially supported by data. Findings suggest that VR does engage trainees more fully and generate more transferable knowledge than video. The paper triangulates quantitative and qualitative data to draw conclusions and highlight issues that are emerging along with this new technology.