Pub Date : 2021-06-11DOI: 10.1177/15344843211024028
Maria Augusta Siqueira Mathias, Na Fu, O. Oliveira
Given the service sector’s inherent dynamism, organizations ultimately rely on their employees’ and managers’ knowledge, skills, and capabilities to complete tasks for their clients. However, the lack of pragmatic guidance for human resource development (HRD) professionals in the literature on a training-oriented high performance work system (HPWS) for frontline employees (FLE) justifies this study’s systemization of context-specific dimensions and implementation drivers. A systematic review in the period of 2008 to 2018 identified 185 potential articles, which, after a thorough content investigation, resulted in 90 papers that substantiated the proposal of 5 dimensions and 14 drivers for this particular HPWS. This paper’s main scientific contribution is the promotion of a better understanding of the conceptual work on the theme through a structured overview. The systemization of unprecedented dimensions and drivers of a training-oriented HPWS for FLE allows HRD professionals to efficiently plan their initiatives. It constitutes this article’s novelty and central applied contribution.
{"title":"Structuring a Training-Oriented High Performance Work System: A Systematic Review on Frontline Employees in the Service Sector","authors":"Maria Augusta Siqueira Mathias, Na Fu, O. Oliveira","doi":"10.1177/15344843211024028","DOIUrl":"https://doi.org/10.1177/15344843211024028","url":null,"abstract":"Given the service sector’s inherent dynamism, organizations ultimately rely on their employees’ and managers’ knowledge, skills, and capabilities to complete tasks for their clients. However, the lack of pragmatic guidance for human resource development (HRD) professionals in the literature on a training-oriented high performance work system (HPWS) for frontline employees (FLE) justifies this study’s systemization of context-specific dimensions and implementation drivers. A systematic review in the period of 2008 to 2018 identified 185 potential articles, which, after a thorough content investigation, resulted in 90 papers that substantiated the proposal of 5 dimensions and 14 drivers for this particular HPWS. This paper’s main scientific contribution is the promotion of a better understanding of the conceptual work on the theme through a structured overview. The systemization of unprecedented dimensions and drivers of a training-oriented HPWS for FLE allows HRD professionals to efficiently plan their initiatives. It constitutes this article’s novelty and central applied contribution.","PeriodicalId":51474,"journal":{"name":"Human Resource Development Review","volume":"20 1","pages":"399 - 435"},"PeriodicalIF":6.4,"publicationDate":"2021-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15344843211024028","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42574415","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-11DOI: 10.1177/15344843211024035
A. Saks
Although caring and an ethics of care have been part of the nursing and education literature for many years, it has seldom been the focus of research and models in the HRD literature which has tended to be dominated by masculine rationality and models that focus on performance. In this paper, I argue that caring represents an important positive attribute of organizations and that a model of caring provides an alternative to HRD models based on masculine rationality and a performance philosophy. Research on caring in nursing and education is reviewed along with calls for an ethic of care in HRD. This is followed by a review of research on caring in organizations which provides the basis for the development of a model of caring in organizations for HRD. The model demonstrates the relationships between caring from three sources or levels in an organization (the organization or business unit, management, and co-workers), a climate of care for employees, and positive employee outcomes. HRD care-enhancing interventions for developing caring in organizations are then discussed. The paper concludes with a consideration of the implications of a model of caring for HRD research and practice.
{"title":"A Model of Caring in Organizations for Human Resource Development","authors":"A. Saks","doi":"10.1177/15344843211024035","DOIUrl":"https://doi.org/10.1177/15344843211024035","url":null,"abstract":"Although caring and an ethics of care have been part of the nursing and education literature for many years, it has seldom been the focus of research and models in the HRD literature which has tended to be dominated by masculine rationality and models that focus on performance. In this paper, I argue that caring represents an important positive attribute of organizations and that a model of caring provides an alternative to HRD models based on masculine rationality and a performance philosophy. Research on caring in nursing and education is reviewed along with calls for an ethic of care in HRD. This is followed by a review of research on caring in organizations which provides the basis for the development of a model of caring in organizations for HRD. The model demonstrates the relationships between caring from three sources or levels in an organization (the organization or business unit, management, and co-workers), a climate of care for employees, and positive employee outcomes. HRD care-enhancing interventions for developing caring in organizations are then discussed. The paper concludes with a consideration of the implications of a model of caring for HRD research and practice.","PeriodicalId":51474,"journal":{"name":"Human Resource Development Review","volume":"20 1","pages":"289 - 321"},"PeriodicalIF":6.4,"publicationDate":"2021-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15344843211024035","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44508213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-10DOI: 10.1177/15344843211022600
J. Raelin
Several months ago, I was pleased to speak at a conference on “Action Learning in a Changing World,” sponsored by the University Forum for Human Resource Development. In my presentation I featured action learning as a potential resource of human resource development for adopting collective leadership. I use the word potential because it is not necessarily the conventional purpose of action learning when adopted as a human resource development tool. It is primarily used as a form of workbased learning. However, its components can be aptly constituted for the former purpose; in fact, action learning may be one of the best HRD methods to prepare participants for collective leadership in the organization. Following the presentation, a number of questions were raised by the audience that were not fully addressed because of time limitations. Fortunately, Dr. Yonjoo Cho, HRDR’s Editor, has given me the opportunity of writing this editorial to elaborate on the issues raised at the conference as well as on other matters that can allow me to more fully explain my position that action learning can indeed be a human resource development resource to realize collective leadership.
{"title":"Action Learning as a Human Resource Development Resource to Realize Collective Leadership","authors":"J. Raelin","doi":"10.1177/15344843211022600","DOIUrl":"https://doi.org/10.1177/15344843211022600","url":null,"abstract":"Several months ago, I was pleased to speak at a conference on “Action Learning in a Changing World,” sponsored by the University Forum for Human Resource Development. In my presentation I featured action learning as a potential resource of human resource development for adopting collective leadership. I use the word potential because it is not necessarily the conventional purpose of action learning when adopted as a human resource development tool. It is primarily used as a form of workbased learning. However, its components can be aptly constituted for the former purpose; in fact, action learning may be one of the best HRD methods to prepare participants for collective leadership in the organization. Following the presentation, a number of questions were raised by the audience that were not fully addressed because of time limitations. Fortunately, Dr. Yonjoo Cho, HRDR’s Editor, has given me the opportunity of writing this editorial to elaborate on the issues raised at the conference as well as on other matters that can allow me to more fully explain my position that action learning can indeed be a human resource development resource to realize collective leadership.","PeriodicalId":51474,"journal":{"name":"Human Resource Development Review","volume":"20 1","pages":"282 - 288"},"PeriodicalIF":6.4,"publicationDate":"2021-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15344843211022600","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43454520","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-10DOI: 10.1177/15344843211020522
Yonjoo Cho
• • Theory development and conceptual articles include syntheses of existing bodies of theory, new theories, conceptual models, and taxonomies and typologies developed as foundations for theory. • • Theory-building research methods articles present methodologies for developing new HRD theory, critiquing theory, and conceptualizing the theoretical problem for research. • • Foundations of HRD articles address philosophies of HRD, historical foundations and definitions of the field, and ethical foundations. • • Integrative reviews of literature provide an integration of the current state of knowledge as a way of generating new knowledge or perspectives on the topic addressed by an integrative literature review.
{"title":"Why Do We Desk-Reject?","authors":"Yonjoo Cho","doi":"10.1177/15344843211020522","DOIUrl":"https://doi.org/10.1177/15344843211020522","url":null,"abstract":"• • Theory development and conceptual articles include syntheses of existing bodies of theory, new theories, conceptual models, and taxonomies and typologies developed as foundations for theory. • • Theory-building research methods articles present methodologies for developing new HRD theory, critiquing theory, and conceptualizing the theoretical problem for research. • • Foundations of HRD articles address philosophies of HRD, historical foundations and definitions of the field, and ethical foundations. • • Integrative reviews of literature provide an integration of the current state of knowledge as a way of generating new knowledge or perspectives on the topic addressed by an integrative literature review.","PeriodicalId":51474,"journal":{"name":"Human Resource Development Review","volume":"20 1","pages":"279 - 281"},"PeriodicalIF":6.4,"publicationDate":"2021-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15344843211020522","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48608591","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-02DOI: 10.1177/15344843211020571
Greg Procknow, T. Rocco
A Mad Studies/social model of mental distress lens was used to critique authentic leadership. We deconstructed the dilemma of authenticity and leadership by exploring how authentic leadership (dis)allows the inclusion of people with mental illness. We found that their minds are treated as disruptive and rarely ever read as authentic. For followers to view “mentally ill” leaders as authentic requires candidness, disability disclosure, and emulating norms typical to their ingroup membership. We conclude this paper by challenging HRD to rethink its stance on disruptive leadership as symptomatic of mental illness. Employees with mental health marginality can develop an authentic identity in the workplace through authenticity building experiences such as connecting mad leaders to peer-support training, offering specialized leadership development, and co-producing a mental health awareness curriculum that challenges unhealthy workplace discourses that stigmatize mad leaders and workers.
{"title":"Contesting “Authenticity” in Authentic Leadership through a Mad Studies Lens","authors":"Greg Procknow, T. Rocco","doi":"10.1177/15344843211020571","DOIUrl":"https://doi.org/10.1177/15344843211020571","url":null,"abstract":"A Mad Studies/social model of mental distress lens was used to critique authentic leadership. We deconstructed the dilemma of authenticity and leadership by exploring how authentic leadership (dis)allows the inclusion of people with mental illness. We found that their minds are treated as disruptive and rarely ever read as authentic. For followers to view “mentally ill” leaders as authentic requires candidness, disability disclosure, and emulating norms typical to their ingroup membership. We conclude this paper by challenging HRD to rethink its stance on disruptive leadership as symptomatic of mental illness. Employees with mental health marginality can develop an authentic identity in the workplace through authenticity building experiences such as connecting mad leaders to peer-support training, offering specialized leadership development, and co-producing a mental health awareness curriculum that challenges unhealthy workplace discourses that stigmatize mad leaders and workers.","PeriodicalId":51474,"journal":{"name":"Human Resource Development Review","volume":"20 1","pages":"345 - 373"},"PeriodicalIF":6.4,"publicationDate":"2021-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15344843211020571","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43306383","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-15DOI: 10.1177/15344843211009632
M. London, Gary D. Sherman
This conceptual paper presents a model for understanding how new leaders’ styles of leadership emerge and self-identity changes. New leaders’ interpersonal orientation, power motivation, and regulatory focus along with organizational expectations are predicted to influence their beliefs about how to exert power and their motivation to lead (MTL). New leaders’ power beliefs, MTL, and perceptions of situational needs affect their engaging in transactional and transformational behaviors. This is the emergence of leadership style and the development of identity as a leader. Over time, new leaders’ behaviors, outcomes, and identity formation alter their power beliefs and MTL. This model suggests directions for human resource development research and practice supporting new leader development and building a culture of leadership consistent with the organization’s expectations.
{"title":"Becoming a Leader: Emergence of Leadership Style and Identity","authors":"M. London, Gary D. Sherman","doi":"10.1177/15344843211009632","DOIUrl":"https://doi.org/10.1177/15344843211009632","url":null,"abstract":"This conceptual paper presents a model for understanding how new leaders’ styles of leadership emerge and self-identity changes. New leaders’ interpersonal orientation, power motivation, and regulatory focus along with organizational expectations are predicted to influence their beliefs about how to exert power and their motivation to lead (MTL). New leaders’ power beliefs, MTL, and perceptions of situational needs affect their engaging in transactional and transformational behaviors. This is the emergence of leadership style and the development of identity as a leader. Over time, new leaders’ behaviors, outcomes, and identity formation alter their power beliefs and MTL. This model suggests directions for human resource development research and practice supporting new leader development and building a culture of leadership consistent with the organization’s expectations.","PeriodicalId":51474,"journal":{"name":"Human Resource Development Review","volume":"20 1","pages":"322 - 344"},"PeriodicalIF":6.4,"publicationDate":"2021-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15344843211009632","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49137888","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-31DOI: 10.1177/15344843211006795
S. Yoon, Heeyoung Han, Caleb Seung‐Hyun Han, D. Chai
Scholarly published work to understand world events is a potent force in learning to improve the human condition. However, which points or criteria are important in interpreting these events are often less than clear. Given the significant societal changing events of the past year that challenge human dignity and values (e.g., pandemic, storming of US Capitol, Black Lives Matter), Human Resource Development (HRD) or cognate field scholars have a responsibility to study these phenomena in ways that uphold the ethics and standards of academic research (Russ-Eft, 2018; Werner, 2016). Whether a concept study or probabilistic analysis, journal articles are academia’s venue, which serve as historical markers to further shape the identity of the discipline. A recent peer-reviewed paper regarding a World War II incident has become a wake-up call that challenges the academic integrity of peer-reviewed articles and journals. In response to this situation, we examine the relevance of this case to AHRD Standards on Ethics and illuminate how research integrity, ethics, and rigor are important and helpful for interpreting a major or series of world event.
{"title":"The Power of Ethics and Standards When the Scholarly System Fails","authors":"S. Yoon, Heeyoung Han, Caleb Seung‐Hyun Han, D. Chai","doi":"10.1177/15344843211006795","DOIUrl":"https://doi.org/10.1177/15344843211006795","url":null,"abstract":"Scholarly published work to understand world events is a potent force in learning to improve the human condition. However, which points or criteria are important in interpreting these events are often less than clear. Given the significant societal changing events of the past year that challenge human dignity and values (e.g., pandemic, storming of US Capitol, Black Lives Matter), Human Resource Development (HRD) or cognate field scholars have a responsibility to study these phenomena in ways that uphold the ethics and standards of academic research (Russ-Eft, 2018; Werner, 2016). Whether a concept study or probabilistic analysis, journal articles are academia’s venue, which serve as historical markers to further shape the identity of the discipline. A recent peer-reviewed paper regarding a World War II incident has become a wake-up call that challenges the academic integrity of peer-reviewed articles and journals. In response to this situation, we examine the relevance of this case to AHRD Standards on Ethics and illuminate how research integrity, ethics, and rigor are important and helpful for interpreting a major or series of world event.","PeriodicalId":51474,"journal":{"name":"Human Resource Development Review","volume":"20 1","pages":"136 - 142"},"PeriodicalIF":6.4,"publicationDate":"2021-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15344843211006795","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45633671","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-22DOI: 10.1177/15344843211004027
I. Georgiou
Approaching a body of literature from a historical perspective is widely acknowledged as essential to conducting a literature review. Methodological guidance for approaching a body of literature from a historical perspective depends on familiarity with works historians have written about the practice of historical research. This article provides some direction by drawing from the best-known work of one distinguished historian, a work which, upon careful reading, outlines some fundamental tasks for the historically-inclined reviewer of a body of literature. An evaluation rubric is presented that facilitates a progressive appraisal of the integration of history within a literature review. Ultimately, the article serves to stimulate the processes of thought, interpretation and rationalization when historically engaging with a body of literature. Numerous examples from the literature on human resource development are identified that illustrate the issues discussed in the article.
{"title":"The Literature Review as an Exercise in Historical Thinking","authors":"I. Georgiou","doi":"10.1177/15344843211004027","DOIUrl":"https://doi.org/10.1177/15344843211004027","url":null,"abstract":"Approaching a body of literature from a historical perspective is widely acknowledged as essential to conducting a literature review. Methodological guidance for approaching a body of literature from a historical perspective depends on familiarity with works historians have written about the practice of historical research. This article provides some direction by drawing from the best-known work of one distinguished historian, a work which, upon careful reading, outlines some fundamental tasks for the historically-inclined reviewer of a body of literature. An evaluation rubric is presented that facilitates a progressive appraisal of the integration of history within a literature review. Ultimately, the article serves to stimulate the processes of thought, interpretation and rationalization when historically engaging with a body of literature. Numerous examples from the literature on human resource development are identified that illustrate the issues discussed in the article.","PeriodicalId":51474,"journal":{"name":"Human Resource Development Review","volume":"20 1","pages":"252 - 273"},"PeriodicalIF":6.4,"publicationDate":"2021-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15344843211004027","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46964722","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-16DOI: 10.1177/15344843211000260
Jin Lee
Employees’ transition to an entrepreneurial career has been explained by two major driving forces: push and pull factors. The push-pull dichotomy, however, has been the center of debate on whether the classification is incomplete and ambiguous. Until this debate is resolved, the dynamic and fluid nature of the influencing factors and their relationships remains unclear. The purpose of this research is to discuss the legitimacy of the push-pull dichotomy in explaining the motivations and processes of employees’ transition to an entrepreneurial career. To achieve this, a cognitive mapping approach to synthesize the factors from the extant empirical studies was employed. Analysis of 26 articles revealed that categories of push and pull factors in prior research are neither mutually exclusive nor clearly separate. Our dynamic model of employees’ transition to an entrepreneurial career illustrates the reciprocal, compounding, and counter-effective influence of factors. This research sheds light on the dynamic interrelationship among factors affecting employees’ transition to an entrepreneurial career.
{"title":"A Dynamic Model of Employees’ Transition to Entrepreneur: A Cognitive Mapping Approach","authors":"Jin Lee","doi":"10.1177/15344843211000260","DOIUrl":"https://doi.org/10.1177/15344843211000260","url":null,"abstract":"Employees’ transition to an entrepreneurial career has been explained by two major driving forces: push and pull factors. The push-pull dichotomy, however, has been the center of debate on whether the classification is incomplete and ambiguous. Until this debate is resolved, the dynamic and fluid nature of the influencing factors and their relationships remains unclear. The purpose of this research is to discuss the legitimacy of the push-pull dichotomy in explaining the motivations and processes of employees’ transition to an entrepreneurial career. To achieve this, a cognitive mapping approach to synthesize the factors from the extant empirical studies was employed. Analysis of 26 articles revealed that categories of push and pull factors in prior research are neither mutually exclusive nor clearly separate. Our dynamic model of employees’ transition to an entrepreneurial career illustrates the reciprocal, compounding, and counter-effective influence of factors. This research sheds light on the dynamic interrelationship among factors affecting employees’ transition to an entrepreneurial career.","PeriodicalId":51474,"journal":{"name":"Human Resource Development Review","volume":"20 1","pages":"143 - 171"},"PeriodicalIF":6.4,"publicationDate":"2021-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15344843211000260","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48960438","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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