Pub Date : 2022-10-25DOI: 10.1177/15234223221135557
J. Trusty, David Akili Ward, Mijean Good-Perry Ward, Mengying He
The Problem Managers and other individuals in the workplace may have a bias, either conscious or unconscious, against Black women based on their appearance. Since slavery, Black people with lighter skin complexion and straighter hair have been given preferences and privileges not afforded Black people with darker skin or those with naturally kinky hair. This study brings this subtle form of discrimination to the attention of Human Resource Development professionals and sheds light on how such interactions may affect their learning, development, and performance. The Solution Using a critical Human Resource Development lens, we suggest that managers, organizational leaders, and decision-makers are educated to recognize and address hair bias. Leaders must ensure compliance with the CROWN Act and legislation that prohibits discrimination against natural and protective hairstyles. The Stakeholders Stakeholders include U. S. Human Resource Development professionals, hiring managers, recruiters, and leaders who are concerned with hiring and promoting diverse talent.
{"title":"Hair Bias in the Workplace: A Critical Human Resource Development Perspective","authors":"J. Trusty, David Akili Ward, Mijean Good-Perry Ward, Mengying He","doi":"10.1177/15234223221135557","DOIUrl":"https://doi.org/10.1177/15234223221135557","url":null,"abstract":"The Problem Managers and other individuals in the workplace may have a bias, either conscious or unconscious, against Black women based on their appearance. Since slavery, Black people with lighter skin complexion and straighter hair have been given preferences and privileges not afforded Black people with darker skin or those with naturally kinky hair. This study brings this subtle form of discrimination to the attention of Human Resource Development professionals and sheds light on how such interactions may affect their learning, development, and performance. The Solution Using a critical Human Resource Development lens, we suggest that managers, organizational leaders, and decision-makers are educated to recognize and address hair bias. Leaders must ensure compliance with the CROWN Act and legislation that prohibits discrimination against natural and protective hairstyles. The Stakeholders Stakeholders include U. S. Human Resource Development professionals, hiring managers, recruiters, and leaders who are concerned with hiring and promoting diverse talent.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"25 1","pages":"5 - 26"},"PeriodicalIF":3.1,"publicationDate":"2022-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45964317","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 : 2022-08-13DOI: 10.1177/15234223221120180
Marilyn Y. Byrd
{"title":"Editorial: Inclusive Leadership: Critical Practice Perspectives From the Field","authors":"Marilyn Y. Byrd","doi":"10.1177/15234223221120180","DOIUrl":"https://doi.org/10.1177/15234223221120180","url":null,"abstract":"","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"223 - 224"},"PeriodicalIF":3.1,"publicationDate":"2022-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41972842","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 : 2022-08-12DOI: 10.1177/15234223221118955
Dante L. Booker, Michael R. Williams
Problem Inclusive leadership models have been introduced to represent a shift from traditional leadership approaches. However, missing from these models are principles of social justice and forward-thinking outcomes for building human relations. An examination of the detrimental consequences of exclusion is needed to realize the benefits of inclusion. Solution The Deconstructing Exclusion for Inclusive Leadership model, a framework for practice, is offered as a practical guide for deconstructing exclusionary practices and building positive, healthy human relations. The model is supported by affective behaviors and traits and cognitive competencies that inclusive leaders need to discourage exclusion and advocate for more inclusive relationships and social justice outcomes. Stakeholders Leaders, managers, practitioners, human resource development scholars, researchers, and educators.
{"title":"An Inclusive Leadership Model Insights From the Tech Industry","authors":"Dante L. Booker, Michael R. Williams","doi":"10.1177/15234223221118955","DOIUrl":"https://doi.org/10.1177/15234223221118955","url":null,"abstract":"Problem Inclusive leadership models have been introduced to represent a shift from traditional leadership approaches. However, missing from these models are principles of social justice and forward-thinking outcomes for building human relations. An examination of the detrimental consequences of exclusion is needed to realize the benefits of inclusion. Solution The Deconstructing Exclusion for Inclusive Leadership model, a framework for practice, is offered as a practical guide for deconstructing exclusionary practices and building positive, healthy human relations. The model is supported by affective behaviors and traits and cognitive competencies that inclusive leaders need to discourage exclusion and advocate for more inclusive relationships and social justice outcomes. Stakeholders Leaders, managers, practitioners, human resource development scholars, researchers, and educators.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"263 - 274"},"PeriodicalIF":3.1,"publicationDate":"2022-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45119622","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 : 2022-08-12DOI: 10.1177/15234223221118953
Aimee L. Canlas, Michael R. Williams
Problem Theoretical and practical frameworks delineating the individual and relational needs inherent to creating perceptions of belongingness in the workplace are absent in Human Resources Development (HRD) literature. For inclusive leadership practitioners, the literature itself lacks direct mentioning of belonging, causing the awareness around the concept to be problematic. Without a clear understanding of factors that influence perceptions of belonging, leaders lack direction in building inclusive workplaces and reaping the beneficial business outcomes these have the potential to bring, including increased employee engagement, performance, and innovation. Solution The Individual and Relational Belongingness (IRB) model is introduced to explore and define the unique needs that are vital for individual to perceive a sense of belongingness in the workplace across individual, relational, personal, and organizational dimensions. Stakeholders Organizational and Human Resources Development scholar practitioners benefit from understanding the nuanced and complex needs that drive perceptions of belongingness, since these bring additional context to the scholarship and practice of inclusive leadership.
{"title":"Meeting Belongingness Needs: An Inclusive Leadership Practitioner’s Approach","authors":"Aimee L. Canlas, Michael R. Williams","doi":"10.1177/15234223221118953","DOIUrl":"https://doi.org/10.1177/15234223221118953","url":null,"abstract":"Problem Theoretical and practical frameworks delineating the individual and relational needs inherent to creating perceptions of belongingness in the workplace are absent in Human Resources Development (HRD) literature. For inclusive leadership practitioners, the literature itself lacks direct mentioning of belonging, causing the awareness around the concept to be problematic. Without a clear understanding of factors that influence perceptions of belonging, leaders lack direction in building inclusive workplaces and reaping the beneficial business outcomes these have the potential to bring, including increased employee engagement, performance, and innovation. Solution The Individual and Relational Belongingness (IRB) model is introduced to explore and define the unique needs that are vital for individual to perceive a sense of belongingness in the workplace across individual, relational, personal, and organizational dimensions. Stakeholders Organizational and Human Resources Development scholar practitioners benefit from understanding the nuanced and complex needs that drive perceptions of belongingness, since these bring additional context to the scholarship and practice of inclusive leadership.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"225 - 241"},"PeriodicalIF":3.1,"publicationDate":"2022-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44501395","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 : 2022-07-08DOI: 10.1177/15234223221114359
Sara V. Simmons, Robert M. Yawson
Problem Across all sectors, leadership decision-makers question how to professionally develop leaders who foster cohesive, collaborative, and high performing workforce environments in diverse organizations. They doubt the efficacy of traditional leadership development modalities when confronted by unpredictable emerging workforce and workplace challenges. Solution The article’s conceptual framework is centered on the premise that the best interaction between leader and led in diverse organizations is inclusive leadership. Leaders who deliberately role model inclusive leadership behaviors create a culture where everyone works to their full potential, stimulate learning organizations, and catalyze workforce relationships towards achieving strategic goals. Stakeholders This article is ideal for Human Resources, Human Resource Development, Organizational Development, and Diversity, Equity, Inclusion, and Accessibility professionals, trainers, facilitators, consultants, practitioners, change agents and leaders. It may be helpful in generating ideas and practices for developing interventions catalyzing inclusive practices among leaders and workforce members.
{"title":"Developing Leaders for Disruptive Change: An Inclusive Leadership Approach","authors":"Sara V. Simmons, Robert M. Yawson","doi":"10.1177/15234223221114359","DOIUrl":"https://doi.org/10.1177/15234223221114359","url":null,"abstract":"Problem Across all sectors, leadership decision-makers question how to professionally develop leaders who foster cohesive, collaborative, and high performing workforce environments in diverse organizations. They doubt the efficacy of traditional leadership development modalities when confronted by unpredictable emerging workforce and workplace challenges. Solution The article’s conceptual framework is centered on the premise that the best interaction between leader and led in diverse organizations is inclusive leadership. Leaders who deliberately role model inclusive leadership behaviors create a culture where everyone works to their full potential, stimulate learning organizations, and catalyze workforce relationships towards achieving strategic goals. Stakeholders This article is ideal for Human Resources, Human Resource Development, Organizational Development, and Diversity, Equity, Inclusion, and Accessibility professionals, trainers, facilitators, consultants, practitioners, change agents and leaders. It may be helpful in generating ideas and practices for developing interventions catalyzing inclusive practices among leaders and workforce members.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"242 - 262"},"PeriodicalIF":3.1,"publicationDate":"2022-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46879492","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 : 2022-07-07DOI: 10.1177/15234223221112500
Charles Carvalho, Sheldon Carvalho, Fallan Kirby Carvalho
The Problem In recent years, managerial coaching has garnered increasing attention from organizations, even though practitioners suggest that managers may resist coaching employees. More dialog and research that uncovers the motivations, challenges, and benefits managers accrue from coaching, and the crucial role line and human resource development (HRD) managers can play in creating coaching cultures seems warranted. The Solution Perspectives on actions that HRD practitioners can take to support managerial coaching are gained from an interview with a global organization executive. The Stakeholders This article will benefit HRD practitioners and line managers seeking to institutionalize a culture of coaching.
{"title":"A Chief Operating Officer's Perspective on Managerial Coaching","authors":"Charles Carvalho, Sheldon Carvalho, Fallan Kirby Carvalho","doi":"10.1177/15234223221112500","DOIUrl":"https://doi.org/10.1177/15234223221112500","url":null,"abstract":"The Problem In recent years, managerial coaching has garnered increasing attention from organizations, even though practitioners suggest that managers may resist coaching employees. More dialog and research that uncovers the motivations, challenges, and benefits managers accrue from coaching, and the crucial role line and human resource development (HRD) managers can play in creating coaching cultures seems warranted. The Solution Perspectives on actions that HRD practitioners can take to support managerial coaching are gained from an interview with a global organization executive. The Stakeholders This article will benefit HRD practitioners and line managers seeking to institutionalize a culture of coaching.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"286 - 295"},"PeriodicalIF":3.1,"publicationDate":"2022-07-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42091243","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 : 2022-07-02DOI: 10.1177/15234223221112504
Stephen B. Prentice
Problem While the debate continues over which comes first, employee engagement or job satisfaction, there is no debate regarding the high positive correlation that exists between them, nor their impact on organizational performance and productivity, company reputation, customer satisfaction, and turnover intention. Yet, HRD and HRM practitioners have been remise in advancing current and relevant leadership theories resulting in deficiencies in leadership theory, training, and practice. Solution Considering the importance of employee engagement and job satisfaction to the success and reputation of an organization, it is incumbent upon HRD and HRM practitioners to collaboratively research and evaluate current and relevant leadership theories, and based on the findings, develop strategies and interventions for improving leadership training. Stakeholders Companies, corporations, learning institutions, and organizations of any nature would benefit from this knowledge as they develop training and educational interventions purposed to improve employees’ work engagement and job satisfaction.
{"title":"Job Satisfaction or Employee Engagement: Regardless of Which Comes First, Supportive Leadership Improves Them Both","authors":"Stephen B. Prentice","doi":"10.1177/15234223221112504","DOIUrl":"https://doi.org/10.1177/15234223221112504","url":null,"abstract":"Problem While the debate continues over which comes first, employee engagement or job satisfaction, there is no debate regarding the high positive correlation that exists between them, nor their impact on organizational performance and productivity, company reputation, customer satisfaction, and turnover intention. Yet, HRD and HRM practitioners have been remise in advancing current and relevant leadership theories resulting in deficiencies in leadership theory, training, and practice. Solution Considering the importance of employee engagement and job satisfaction to the success and reputation of an organization, it is incumbent upon HRD and HRM practitioners to collaboratively research and evaluate current and relevant leadership theories, and based on the findings, develop strategies and interventions for improving leadership training. Stakeholders Companies, corporations, learning institutions, and organizations of any nature would benefit from this knowledge as they develop training and educational interventions purposed to improve employees’ work engagement and job satisfaction.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"275 - 285"},"PeriodicalIF":3.1,"publicationDate":"2022-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46845484","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 : 2022-05-16DOI: 10.1177/15234223221101423
Dr. Cynthia Sims
Problem In 2009, a collective of African American (Black) women challenged race-neutral and gendered perspectives of leadership in a Special Issue of Advances in Developing Human Resources. Since that date, other women of color have added cultural perspectives that have expanded the need to revisit a problem that has rendered invisibility and silence to this group of leaders. Solution Women of color in positions of leadership have learned through historical and cultural experience how to strategically navigate organizational and institutional barriers by leading authentically. More significantly, they have learned how to balance status and place and to recognize that place defines their leadership reality. Stakeholders Human Resource Development (HRD) scholars and researchers who study leadership. HRD practitioners, organizational leaders, and others who are responsible for leadership development programs that are inclusive. Women of color leaders.
{"title":"Special Issue: Women of Color and Leadership Journal: Advances in Developing Human Resources Expanding Our Voices? A Review of Human Resource Development Literature on Women of Color Leaders Over the Last Decade","authors":"Dr. Cynthia Sims","doi":"10.1177/15234223221101423","DOIUrl":"https://doi.org/10.1177/15234223221101423","url":null,"abstract":"Problem In 2009, a collective of African American (Black) women challenged race-neutral and gendered perspectives of leadership in a Special Issue of Advances in Developing Human Resources. Since that date, other women of color have added cultural perspectives that have expanded the need to revisit a problem that has rendered invisibility and silence to this group of leaders. Solution Women of color in positions of leadership have learned through historical and cultural experience how to strategically navigate organizational and institutional barriers by leading authentically. More significantly, they have learned how to balance status and place and to recognize that place defines their leadership reality. Stakeholders Human Resource Development (HRD) scholars and researchers who study leadership. HRD practitioners, organizational leaders, and others who are responsible for leadership development programs that are inclusive. Women of color leaders.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"163 - 172"},"PeriodicalIF":3.1,"publicationDate":"2022-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47195817","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 : 2022-05-16DOI: 10.1177/15234223221100847
Lorri J. Santamaría, Liliana Manríquez, Adriana Diego, Dona Alberta Salazár, Claudia Lozano, Silvia García Aguilar
The Problem The lack of theoretical frameworks representing voices and leadership experiences of women of color, compounded by multiple ways intersectionality changes the experience, continues to be under-represented in Human Resources Development (HRD) literature. Furthermore, given the field of HRD is fundamental to developing the whole person, lack of attention to voices and leadership experiences of women of color is problematic. Here, women of color represent Black, African American, and Indigenous women leaders. The Solution Applied critical leadership is introduced as a theoretical framework to expand and enhance HRD research, theory, and practice in the development of women of color as leaders. A conceptual development model, the Feminist Indigenous Mixteco Migrant Epistemology (FIMME) is introduced as a sociocultural view of leadership, defining multiple ways women of color harness the power of intersecting racial, ethnic, gendered, linguistic, socio-economic, and migrant leadership practices. The Stakeholders Human Resources Development scholars, students, and policymakers benefit from novel ways to think about women of color in leadership through culturally grounded concepts, bringing light to nuanced understandings. Exemplars for women’s leadership for culturally and linguistically diverse and Indigenous societies are provided as solutions to socio-political complexity.
{"title":"Black, African American, and Migrant Indigenous Women in Leadership: Voices and Practices Informing Critical HRD","authors":"Lorri J. Santamaría, Liliana Manríquez, Adriana Diego, Dona Alberta Salazár, Claudia Lozano, Silvia García Aguilar","doi":"10.1177/15234223221100847","DOIUrl":"https://doi.org/10.1177/15234223221100847","url":null,"abstract":"The Problem The lack of theoretical frameworks representing voices and leadership experiences of women of color, compounded by multiple ways intersectionality changes the experience, continues to be under-represented in Human Resources Development (HRD) literature. Furthermore, given the field of HRD is fundamental to developing the whole person, lack of attention to voices and leadership experiences of women of color is problematic. Here, women of color represent Black, African American, and Indigenous women leaders. The Solution Applied critical leadership is introduced as a theoretical framework to expand and enhance HRD research, theory, and practice in the development of women of color as leaders. A conceptual development model, the Feminist Indigenous Mixteco Migrant Epistemology (FIMME) is introduced as a sociocultural view of leadership, defining multiple ways women of color harness the power of intersecting racial, ethnic, gendered, linguistic, socio-economic, and migrant leadership practices. The Stakeholders Human Resources Development scholars, students, and policymakers benefit from novel ways to think about women of color in leadership through culturally grounded concepts, bringing light to nuanced understandings. Exemplars for women’s leadership for culturally and linguistically diverse and Indigenous societies are provided as solutions to socio-political complexity.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"173 - 192"},"PeriodicalIF":3.1,"publicationDate":"2022-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43022916","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 : 2022-05-12DOI: 10.1177/15234223221101424
C. Sims, A. Carter
Problem As the United States continues to advance to become a majority minority workplace, there is a need to support the development and career progression of women of color. Most leadership research on women is based on the prototypical White man and woman leader with the assumption those findings are applicable to all people and women. However, it is likely that women of color, due to their intersectional identities of race or country of origin, gender, and socio-economic class, differ from those of White men and women as their unique intersecting minoritized identities are considered to act as multipliers of disparate treatment and inequities. Solution Thus, we propose to use an intersectional framework to examine how women of color enact leadership and the human resource development (HRD) practices which promote these women’s learning, development, and career progression. Stakeholders This review benefits HRD scholars and practitioners who study the leadership.
{"title":"Preface: Women of Color and Leadership","authors":"C. Sims, A. Carter","doi":"10.1177/15234223221101424","DOIUrl":"https://doi.org/10.1177/15234223221101424","url":null,"abstract":"Problem As the United States continues to advance to become a majority minority workplace, there is a need to support the development and career progression of women of color. Most leadership research on women is based on the prototypical White man and woman leader with the assumption those findings are applicable to all people and women. However, it is likely that women of color, due to their intersectional identities of race or country of origin, gender, and socio-economic class, differ from those of White men and women as their unique intersecting minoritized identities are considered to act as multipliers of disparate treatment and inequities. Solution Thus, we propose to use an intersectional framework to examine how women of color enact leadership and the human resource development (HRD) practices which promote these women’s learning, development, and career progression. Stakeholders This review benefits HRD scholars and practitioners who study the leadership.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"155 - 162"},"PeriodicalIF":3.1,"publicationDate":"2022-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44185377","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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