Pub Date : 2023-05-10DOI: 10.1177/15234223231176772
Marilyn Y. Byrd
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Pub Date : 2023-03-03DOI: 10.1177/15234223231155503
Ehikioya Hilary Osolase, R. Rasdi, Z. Mansor
The Problem The hotel industry is a major contributor to the depletion of natural resources (e.g., water and energy) and other practices (e.g., waste management and pollution) that jeopardizes environmental sustainability. The expertise of human resource development (HRD) practitioners is needed to develop the knowledge and skills of industry practitioners towards the development of pro-green knowledge and competencies for automation of workflows for environmental sustainability. The Solution Green human resource development is suggested as a paradigm shift from traditional approaches of HRD to bring awareness of ways that HRD expertise can be applied to green practices. By integrating the expertise, knowledge, and competencies of HRD practitioners with industry practitioners, the hotel industry has the potential to be transformed into a sector with ecofriendly and pro-environmental culture. The Stakeholders Human resource development researchers and practitioners; hotel industry workforce (practitioners, organizational leaders, and all sectors of the workforce).
{"title":"Developing Awareness of Green Human Resource Development Practices in the Hotel Industry","authors":"Ehikioya Hilary Osolase, R. Rasdi, Z. Mansor","doi":"10.1177/15234223231155503","DOIUrl":"https://doi.org/10.1177/15234223231155503","url":null,"abstract":"The Problem The hotel industry is a major contributor to the depletion of natural resources (e.g., water and energy) and other practices (e.g., waste management and pollution) that jeopardizes environmental sustainability. The expertise of human resource development (HRD) practitioners is needed to develop the knowledge and skills of industry practitioners towards the development of pro-green knowledge and competencies for automation of workflows for environmental sustainability. The Solution Green human resource development is suggested as a paradigm shift from traditional approaches of HRD to bring awareness of ways that HRD expertise can be applied to green practices. By integrating the expertise, knowledge, and competencies of HRD practitioners with industry practitioners, the hotel industry has the potential to be transformed into a sector with ecofriendly and pro-environmental culture. The Stakeholders Human resource development researchers and practitioners; hotel industry workforce (practitioners, organizational leaders, and all sectors of the workforce).","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"25 1","pages":"116 - 122"},"PeriodicalIF":3.1,"publicationDate":"2023-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46224402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-19DOI: 10.1177/15234223231158306
Marilyn Y. Byrd
Human relations may be viewed as “an open system in social relationships that cuts across lines of difference” (Millard, 1962, p. 230). Central to human relations are interactions among people as a condition for optimizing performance and productivity (Mayo, 2004). Although human resource development (HRD) can be traced to roots in human relations, HRD research has not advanced studies that explain how a breakdown in relationships caused by contentious and/or oppressive social problems (racism, sexism, ableism, heterosexism, etc.) can hinder performance goals. Millard (1962) further points out:
{"title":"Human Relations and a Salute to Black History","authors":"Marilyn Y. Byrd","doi":"10.1177/15234223231158306","DOIUrl":"https://doi.org/10.1177/15234223231158306","url":null,"abstract":"Human relations may be viewed as “an open system in social relationships that cuts across lines of difference” (Millard, 1962, p. 230). Central to human relations are interactions among people as a condition for optimizing performance and productivity (Mayo, 2004). Although human resource development (HRD) can be traced to roots in human relations, HRD research has not advanced studies that explain how a breakdown in relationships caused by contentious and/or oppressive social problems (racism, sexism, ableism, heterosexism, etc.) can hinder performance goals. Millard (1962) further points out:","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"25 1","pages":"71 - 72"},"PeriodicalIF":3.1,"publicationDate":"2023-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47444188","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-13DOI: 10.1177/15234223231156627
Bo Fang
The Problem As the discourse around employee engagement has continued to emerge as an interdisciplinary, intercultural, and interprofessional concept, the gap between research and practice of engagement still remains, making collaboration among HRD scholars and practitioners in developing an engaged workforce a huge challenge. The Solution To fill the gap between research and practice on engagement, ontological, epistemological, and focal views of various perspectives on engagement are reviewed. Conceptual commonalities and differences in the multiple definitions, theories, and frameworks of employee engagement are also discussed. By exploring the divergence and convergence in the engagement discourse, a common ground for collaborative HRD in developing an engaged workforce is identified. Finally, implications for HRD research and practice are provided. The Stakeholders The intended audience for this article is HRD scholars, practitioners, and employers interested in developing an engaged workforce and workplace.
{"title":"Bridging the Gap Between Research and Practice of Engagement: Toward a Collaborative Human Resource Development","authors":"Bo Fang","doi":"10.1177/15234223231156627","DOIUrl":"https://doi.org/10.1177/15234223231156627","url":null,"abstract":"The Problem As the discourse around employee engagement has continued to emerge as an interdisciplinary, intercultural, and interprofessional concept, the gap between research and practice of engagement still remains, making collaboration among HRD scholars and practitioners in developing an engaged workforce a huge challenge. The Solution To fill the gap between research and practice on engagement, ontological, epistemological, and focal views of various perspectives on engagement are reviewed. Conceptual commonalities and differences in the multiple definitions, theories, and frameworks of employee engagement are also discussed. By exploring the divergence and convergence in the engagement discourse, a common ground for collaborative HRD in developing an engaged workforce is identified. Finally, implications for HRD research and practice are provided. The Stakeholders The intended audience for this article is HRD scholars, practitioners, and employers interested in developing an engaged workforce and workplace.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"25 1","pages":"95 - 115"},"PeriodicalIF":3.1,"publicationDate":"2023-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43645889","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-11DOI: 10.1177/15234223231156610
J. Bohonos
Problem Increasing numbers of organizations are creating new Chief Diversity Officer positions, and because these roles are relatively new to the corporate landscape, industry lacks established methods for developing employees to excel in these roles. Solution Diversity Officer Development Programs (DODPs) are proposed as a method for organizations to ensure they are developing a robust pipeline of diversity specialists who can move into CDO roles as well as other top leadership positions. Stakeholders Organizations and HRD scholars who are committed to advancing diversity, equity, inclusion, and social justice in the workplace.
{"title":"Diversity Officer Development Programs: A New Approach to Cultivating High Performing Chief Diversity Officers","authors":"J. Bohonos","doi":"10.1177/15234223231156610","DOIUrl":"https://doi.org/10.1177/15234223231156610","url":null,"abstract":"Problem Increasing numbers of organizations are creating new Chief Diversity Officer positions, and because these roles are relatively new to the corporate landscape, industry lacks established methods for developing employees to excel in these roles. Solution Diversity Officer Development Programs (DODPs) are proposed as a method for organizations to ensure they are developing a robust pipeline of diversity specialists who can move into CDO roles as well as other top leadership positions. Stakeholders Organizations and HRD scholars who are committed to advancing diversity, equity, inclusion, and social justice in the workplace.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"25 1","pages":"123 - 133"},"PeriodicalIF":3.1,"publicationDate":"2023-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48765740","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-23DOI: 10.1177/15234223231153765
Julia Bachman, Rachel Henry, Cora Jackson, T. Mitchell, Oliver S. Crocco
The Problem Human resource development (HRD) scholars and practitioners have given considerable attention to the topic of employee well-being; however, scholarship on the well-being of leaders in organizations is fragmented and comparatively understudied. The Solution We conducted an integrative literature review of empirical research on factors that influence leader well-being to synthesize research across various disciplines and generate novel insights that could benefit HRD scholars and practitioners. The findings of this review revealed factors that influence leader well-being at five levels: intra-individual, individual, dyadic/group, organizational, and environmental. We mapped these factors onto a model with mediating mechanisms (i.e., constructive or destructive leader behaviors) and outcomes of leader well-being. Outcomes included short- and long-term psychological, physical, and social outcomes in the domains of work and life in general. The Stakeholders This article contains implications for leaders in organizations as well as HR and HRD professionals interested in cultivating leader well-being.
{"title":"Must It Be Lonely at the Top? Developing Leader Well-Being in Organizations","authors":"Julia Bachman, Rachel Henry, Cora Jackson, T. Mitchell, Oliver S. Crocco","doi":"10.1177/15234223231153765","DOIUrl":"https://doi.org/10.1177/15234223231153765","url":null,"abstract":"The Problem Human resource development (HRD) scholars and practitioners have given considerable attention to the topic of employee well-being; however, scholarship on the well-being of leaders in organizations is fragmented and comparatively understudied. The Solution We conducted an integrative literature review of empirical research on factors that influence leader well-being to synthesize research across various disciplines and generate novel insights that could benefit HRD scholars and practitioners. The findings of this review revealed factors that influence leader well-being at five levels: intra-individual, individual, dyadic/group, organizational, and environmental. We mapped these factors onto a model with mediating mechanisms (i.e., constructive or destructive leader behaviors) and outcomes of leader well-being. Outcomes included short- and long-term psychological, physical, and social outcomes in the domains of work and life in general. The Stakeholders This article contains implications for leaders in organizations as well as HR and HRD professionals interested in cultivating leader well-being.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"25 1","pages":"73 - 94"},"PeriodicalIF":3.1,"publicationDate":"2023-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42796595","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-18DOI: 10.1177/15234223221137331
Sheldon Carvalho, Prasad Oommen Kurian, Charles Carvalho, Fallan Kirby Carvalho
The Problem. Scholars in the feedback-seeking domain have predominantly focused on employee feedback seeking. However, there is less known about feedback seeking when the leader is the seeker of feedback. This is unfortunate because in dynamic and uncertain environments, as presented by the COVID-19 crisis, leaders will need to seek feedback from others to develop a holistic view of the emerging situation and respond in a timely manner. The Solution. The authors make a case for leader feedback seeking by identifying its four potential benefits for leaders themselves and organizations. Subsequently, they discuss four human resource development practices that can promote leader feedback-seeking behavior within organizations. The Stakeholders. This article will benefit organizations that seek to encourage their leadership talent to seek feedback at work.
{"title":"Fostering Leader Feedback Seeking at the Workplace: The Role of HRD Practice","authors":"Sheldon Carvalho, Prasad Oommen Kurian, Charles Carvalho, Fallan Kirby Carvalho","doi":"10.1177/15234223221137331","DOIUrl":"https://doi.org/10.1177/15234223221137331","url":null,"abstract":"The Problem. Scholars in the feedback-seeking domain have predominantly focused on employee feedback seeking. However, there is less known about feedback seeking when the leader is the seeker of feedback. This is unfortunate because in dynamic and uncertain environments, as presented by the COVID-19 crisis, leaders will need to seek feedback from others to develop a holistic view of the emerging situation and respond in a timely manner. The Solution. The authors make a case for leader feedback seeking by identifying its four potential benefits for leaders themselves and organizations. Subsequently, they discuss four human resource development practices that can promote leader feedback-seeking behavior within organizations. The Stakeholders. This article will benefit organizations that seek to encourage their leadership talent to seek feedback at work.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"25 1","pages":"57 - 66"},"PeriodicalIF":3.1,"publicationDate":"2022-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45835569","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-15DOI: 10.1177/15234223221139215
Katie E Willocks
The Problem. There is an urgent need for leadership development in today’s turbulent, organizational context. Methods that support leadership development in collaborative and peer settings as well as spaces and environments where leaders can develop, learn and grow through their collaborative interactions are critical. The Solution. This article explores how an online action learning set established as part of a large-scale management and leadership development intervention provides a space where leadership learning can flourish. The article draws on a theory of practice known as Cultural Historical Activity Theory to identify the micro level details of what occurs when leaders work with others in an online action learning set. The Stakeholders. Human resource development (HRD) researchers, scholars, organizational leaders, practitioners and others interested in contributing to HRD theory.
{"title":"Developing Leaders Using On-Line Action Learning: An Activity Theory Analysis","authors":"Katie E Willocks","doi":"10.1177/15234223221139215","DOIUrl":"https://doi.org/10.1177/15234223221139215","url":null,"abstract":"The Problem. There is an urgent need for leadership development in today’s turbulent, organizational context. Methods that support leadership development in collaborative and peer settings as well as spaces and environments where leaders can develop, learn and grow through their collaborative interactions are critical. The Solution. This article explores how an online action learning set established as part of a large-scale management and leadership development intervention provides a space where leadership learning can flourish. The article draws on a theory of practice known as Cultural Historical Activity Theory to identify the micro level details of what occurs when leaders work with others in an online action learning set. The Stakeholders. Human resource development (HRD) researchers, scholars, organizational leaders, practitioners and others interested in contributing to HRD theory.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"25 1","pages":"27 - 44"},"PeriodicalIF":3.1,"publicationDate":"2022-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49656337","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-10DOI: 10.1177/15234223221140162
Marilyn Y. Byrd
This Issue marks the one-year anniversary of Advances in the single topic format. I am extremely pleased with the new direction of the journal and the variety of submissions thus far. In my inaugural Editorial, I encouraged prospective authors to connect the practice and profession of human resource development (HRD) with other professions, disciplines, and workforce industries. An area that I would like to see more application of practice is the blue-collar workforce. An unspoken, but implied assumption is that HRD focuses on white-collar workers, and less on blue-collar workers (StorbergWalker, 2012). Yet, evidence exists that this group of workers find “dignity and meaning in their work despite outsiders’ perceptions” (Lucas & Buzzanell, 2004, p. 285). Therefore, developing blue-collar workers toward meaningful work would be a fruitful and new way of thinking about HRD. I further encourage potential authors to stretch creative thought around the question, who are the folks doing HRD work? We consistently refer to HRD practitioners and professionals, yet I doubt you will find either of those titles on the payroll! I vividly and respectfully recall our former Board member, the late Ross Azevedo (1942–2020) pointing out in various meetings or discussions how there are practitioners across a wide range of fields and workforce industries who do HRD but call it by another name. The boundaries of HRD have certainly broadened beyond learning and performance. Now that we have included critical HRD, virtual HRD, strategic HRD, societal HRD, and others continue to emerge, identifying the people doing the work of HRD will become integrated with other organizational functions and functional areas. I emphatically restate my vision for bringing HRD and human resource management (HRM) into closer collaboration. Over the past year, I have received numerous manuscripts with a focus on HRM. Unfortunately, submitting authors do not identify a common link with HRD, refer to HRD literature, or suggest implications for HRD practice. However, I am encouraged by the interest shown and as we offer recommendations to potential authors, we move closer to crossing the invisible line.
本期是《进展》单主题出版一周年。到目前为止，我对杂志的新方向和各种各样的投稿感到非常满意。在我的第一篇社论中，我鼓励未来的作者将人力资源开发(HRD)的实践和专业与其他专业、学科和劳动力行业联系起来。我希望看到更多实践应用的领域是蓝领劳动力。一个不言而喻但隐含的假设是，人力资源开发关注的是白领工人，而不是蓝领工人(StorbergWalker, 2012)。然而，有证据表明，这群工人“在他们的工作中找到了尊严和意义，尽管外人的看法”(Lucas & Buzzanell, 2004, p. 285)。因此，培养蓝领工人从事有意义的工作将是一种富有成效的人力资源开发新思路。我进一步鼓励潜在的作者围绕这个问题展开创造性的思考，谁在做人力资源开发工作?我们总是提到人力资源开发从业者和专业人士，但我怀疑你在工资单上找不到这两个头衔!我生动而尊敬地回忆起我们的前董事会成员，已故的罗斯·阿泽维多(1942-2020)在各种会议或讨论中指出，在广泛的领域和劳动力行业中，有实践者在做人力资源开发，但却把它叫做另一个名字。人力资源开发的界限显然已经超越了学习和绩效。现在，我们已经包括了关键人力资源开发、虚拟人力资源开发、战略人力资源开发、社会人力资源开发，以及其他不断出现的人力资源开发，确定从事人力资源开发工作的人员将与其他组织职能和功能领域相结合。我再次强调，我的愿景是将HRD和人力资源管理(HRM)更紧密地合作。在过去的一年里，我收到了许多关于人力资源管理的手稿。不幸的是，提交的作者没有确定与HRD的共同联系，参考HRD文献，或建议对HRD实践的影响。然而，我被人们表现出的兴趣所鼓舞，当我们向潜在的作者提供推荐时，我们离跨越看不见的界限又近了一步。
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Pub Date : 2022-11-08DOI: 10.1177/15234223221138567
Jihee Hwang, Corbin Franklin
The Problem In the United States, undergraduate programs in Human Resource Development (HRD) have been growing and are visible in developing undergraduate students’ career readiness and skill set acquisition for lifelong learning. However, there is a limited understanding of high-impact learning experiences as a pedagogical approach in HRD. The Solution Course-based undergraduate research experience in a capstone class at a large research university is described. Five core competency areas for undergraduate research are defined and example learning activities aligned with the competencies are addressed. Student reflection summaries were analyzed to report students’ perceived learning gains. Information on this study can be used to further design impactful capstone research experiences for undergraduate HRD students through high-impact learning principles and practices. The Stakeholders The primary audience for this study is HRD faculty, instructors, and graduate students whose career goal is teaching and researching in HRD or closely related fields in the social sciences.
{"title":"Course-Based Undergraduate Research in Human Resource Development: A Case Study","authors":"Jihee Hwang, Corbin Franklin","doi":"10.1177/15234223221138567","DOIUrl":"https://doi.org/10.1177/15234223221138567","url":null,"abstract":"The Problem In the United States, undergraduate programs in Human Resource Development (HRD) have been growing and are visible in developing undergraduate students’ career readiness and skill set acquisition for lifelong learning. However, there is a limited understanding of high-impact learning experiences as a pedagogical approach in HRD. The Solution Course-based undergraduate research experience in a capstone class at a large research university is described. Five core competency areas for undergraduate research are defined and example learning activities aligned with the competencies are addressed. Student reflection summaries were analyzed to report students’ perceived learning gains. Information on this study can be used to further design impactful capstone research experiences for undergraduate HRD students through high-impact learning principles and practices. The Stakeholders The primary audience for this study is HRD faculty, instructors, and graduate students whose career goal is teaching and researching in HRD or closely related fields in the social sciences.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"25 1","pages":"45 - 56"},"PeriodicalIF":3.1,"publicationDate":"2022-11-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43354323","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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