Pub Date : 2021-06-01DOI: 10.1177/15234223211017847
Claretha Hughes, Yuanlu Niu
The COVID-19, worldwide pandemic forced organization leaders and employees to shift their career realities. They had to determine ways to navigate their career journeys more rapidly. Human resource development (HRD) scholars and professionals are in positions to assist organization leaders and employees as they seek to succeed in their careers. The researchers are providing career theories, ideas, and recommendations for HRD scholars and professionals to expand their understanding of career development during and beyond the COVID-19 pandemic. Technological changes, remote work experiences, and psychological well-being are but a few of the challenges that have been exacerbated by the pandemic and are affecting the career journeys of organization leaders and employees. This article provides an overview of ways that the authors attempt to solve these concerns and help HRD scholars and professionals help organizations adjust to the shifting career realities.
{"title":"Preface: Shifting Career Realities and Navigating Career Journeys","authors":"Claretha Hughes, Yuanlu Niu","doi":"10.1177/15234223211017847","DOIUrl":"https://doi.org/10.1177/15234223211017847","url":null,"abstract":"The COVID-19, worldwide pandemic forced organization leaders and employees to shift their career realities. They had to determine ways to navigate their career journeys more rapidly. Human resource development (HRD) scholars and professionals are in positions to assist organization leaders and employees as they seek to succeed in their careers. The researchers are providing career theories, ideas, and recommendations for HRD scholars and professionals to expand their understanding of career development during and beyond the COVID-19 pandemic. Technological changes, remote work experiences, and psychological well-being are but a few of the challenges that have been exacerbated by the pandemic and are affecting the career journeys of organization leaders and employees. This article provides an overview of ways that the authors attempt to solve these concerns and help HRD scholars and professionals help organizations adjust to the shifting career realities.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"195 - 202"},"PeriodicalIF":3.1,"publicationDate":"2021-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15234223211017847","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47891064","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 : 2021-05-30DOI: 10.1177/15234223211017848
H. Yoon, Yu-Ling Chang, Farhan Sadique, Issa Al Balushi
The Problem Under the pandemic, employees face unique career challenges depending on their contexts and situations. For example, essential workers need to find ways for themselves and their families to be safe. Remote workers need to learn about new ways of working and communicating. In addition, for displaced or soon-to-be displaced workers, a job search is a primary career concern. The Solution All agents—the organization, supervisors, and employees—can take actions to help employees sustain hope in their careers and recover from the pandemic. This study outcome which involves 257 intervention ideas can be utilized to support the career development of four different types of workers by employing the Hope-Action Theory framework. The Stakeholders The results of this study can guide Human Resource Development (HRD) practitioners and researchers in assisting employee career development by engaging the entire organization, supervisors, and employees. Organizational leaders and employees can also benefit directly from the study results.
{"title":"Mechanisms for Hopeful Employee Career Development in COVID-19: A Hope-Action Theory Perspective","authors":"H. Yoon, Yu-Ling Chang, Farhan Sadique, Issa Al Balushi","doi":"10.1177/15234223211017848","DOIUrl":"https://doi.org/10.1177/15234223211017848","url":null,"abstract":"The Problem Under the pandemic, employees face unique career challenges depending on their contexts and situations. For example, essential workers need to find ways for themselves and their families to be safe. Remote workers need to learn about new ways of working and communicating. In addition, for displaced or soon-to-be displaced workers, a job search is a primary career concern. The Solution All agents—the organization, supervisors, and employees—can take actions to help employees sustain hope in their careers and recover from the pandemic. This study outcome which involves 257 intervention ideas can be utilized to support the career development of four different types of workers by employing the Hope-Action Theory framework. The Stakeholders The results of this study can guide Human Resource Development (HRD) practitioners and researchers in assisting employee career development by engaging the entire organization, supervisors, and employees. Organizational leaders and employees can also benefit directly from the study results.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"203 - 221"},"PeriodicalIF":3.1,"publicationDate":"2021-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15234223211017848","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43392518","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 : 2021-05-26DOI: 10.1177/15234223211017851
B. Barhate, Malar Hirudayaraj
The Problem Women must often overcome inequitable workplace policies and unsupportive family for career development. Although remote work allows women the freedom to manage both work and family domains, stigma rooted in gender-stereotypes dissuades women from utilizing remote work policies and working flexibly. The Solution Working from home during the pandemic, has led to some erosion of the stigma attached to remote work. Through the work/family border theory, we explore the new realities for employees working remotely and its positive impact on women’s career development. We argue, organizations can promote women’s careers by capitalizing on employee’s positive experiences with remote work during the pandemic, and support women’s career development even after the pandemic. The Stakeholders Stakeholders for this article include colleagues, supervisors, partners, and spouses, who have the power to influence women’s career development, as well as HRD professionals and organizational leaders who implement policies and practices supporting women’s career development.
{"title":"Emerging Career Realities during the Pandemic: What Does it Mean for Women’s Career Development?","authors":"B. Barhate, Malar Hirudayaraj","doi":"10.1177/15234223211017851","DOIUrl":"https://doi.org/10.1177/15234223211017851","url":null,"abstract":"The Problem Women must often overcome inequitable workplace policies and unsupportive family for career development. Although remote work allows women the freedom to manage both work and family domains, stigma rooted in gender-stereotypes dissuades women from utilizing remote work policies and working flexibly. The Solution Working from home during the pandemic, has led to some erosion of the stigma attached to remote work. Through the work/family border theory, we explore the new realities for employees working remotely and its positive impact on women’s career development. We argue, organizations can promote women’s careers by capitalizing on employee’s positive experiences with remote work during the pandemic, and support women’s career development even after the pandemic. The Stakeholders Stakeholders for this article include colleagues, supervisors, partners, and spouses, who have the power to influence women’s career development, as well as HRD professionals and organizational leaders who implement policies and practices supporting women’s career development.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"253 - 266"},"PeriodicalIF":3.1,"publicationDate":"2021-05-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15234223211017851","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43398111","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 : 2021-05-21DOI: 10.1177/15234223211017850
Shana Yarberry, C. Sims
The Problem The COVID-19 pandemic caused many workers to move from brick and mortar buildings to virtual/remote environments. This created situations in which workers were forced to not only work virtually, but to work alone. The lack of physical contact with others has the potential to stifle efforts to remain engaged and consequently impede career development and progress. The Solution Virtual mentoring is essential for providing emotional support, creating opportunities for dialogue, helping employees discover a balance between work and life, implementing a reward system, and enhancing an overall sense of well-being and belongingness for employees working in virtual/remote environments. Self-efficacy, a component of social learning theory, is a useful concept to study virtual/remote workers who often become self-empowered and rely on their own cognitive abilities to perform in a virtual/remote environment to ensure successful career outcomes. The Stakeholders HRD professionals, managers, supervisors, and others involved in ensuring that workers are engaged, supported, and continuously building skills while working virtually.
{"title":"The Impact of COVID-19-Prompted Virtual/Remote Work Environments on Employees’ Career Development: Social Learning Theory, Belongingness, and Self-Empowerment","authors":"Shana Yarberry, C. Sims","doi":"10.1177/15234223211017850","DOIUrl":"https://doi.org/10.1177/15234223211017850","url":null,"abstract":"The Problem The COVID-19 pandemic caused many workers to move from brick and mortar buildings to virtual/remote environments. This created situations in which workers were forced to not only work virtually, but to work alone. The lack of physical contact with others has the potential to stifle efforts to remain engaged and consequently impede career development and progress. The Solution Virtual mentoring is essential for providing emotional support, creating opportunities for dialogue, helping employees discover a balance between work and life, implementing a reward system, and enhancing an overall sense of well-being and belongingness for employees working in virtual/remote environments. Self-efficacy, a component of social learning theory, is a useful concept to study virtual/remote workers who often become self-empowered and rely on their own cognitive abilities to perform in a virtual/remote environment to ensure successful career outcomes. The Stakeholders HRD professionals, managers, supervisors, and others involved in ensuring that workers are engaged, supported, and continuously building skills while working virtually.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"237 - 252"},"PeriodicalIF":3.1,"publicationDate":"2021-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15234223211017850","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43615704","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 : 2021-05-19DOI: 10.1177/15234223211017849
Sunyoung Park, S. Jeong, D. Chai
The Problem As most employees have been forced to work from home during the COVID-19 pandemic, there is considerable concern about how to preserve employee health and well-being by supporting their work in this unpredictable situation. In this sense, research highlighting how to support remote e-workers in the COVID-19 pandemic era is urgently needed to inform scholars and practitioners about effective strategies and interventions to support remote e-workers. The Solution By reviewing conceptual and empirical studies, we discuss the challenges of remote e-workers from the perspective of psychological well-being. We also summarize the factors that support psychological well-being. Based on the findings, we suggest how human resource development (HRD) professionals can support remote e-workers’ psychological well-being and career development in the COVID-19 pandemic era. The Stakeholders This article has relevance for scholars, scholar-practitioners, and practitioners who are interested in seeking ways to support remote e-workers from an HRD perspective across countries, disciplines, and contexts in the COVID-19 pandemic era.
{"title":"Remote e-Workers’ Psychological Well-being and Career Development in the Era of COVID-19: Challenges, Success Factors, and the Roles of HRD Professionals","authors":"Sunyoung Park, S. Jeong, D. Chai","doi":"10.1177/15234223211017849","DOIUrl":"https://doi.org/10.1177/15234223211017849","url":null,"abstract":"The Problem As most employees have been forced to work from home during the COVID-19 pandemic, there is considerable concern about how to preserve employee health and well-being by supporting their work in this unpredictable situation. In this sense, research highlighting how to support remote e-workers in the COVID-19 pandemic era is urgently needed to inform scholars and practitioners about effective strategies and interventions to support remote e-workers. The Solution By reviewing conceptual and empirical studies, we discuss the challenges of remote e-workers from the perspective of psychological well-being. We also summarize the factors that support psychological well-being. Based on the findings, we suggest how human resource development (HRD) professionals can support remote e-workers’ psychological well-being and career development in the COVID-19 pandemic era. The Stakeholders This article has relevance for scholars, scholar-practitioners, and practitioners who are interested in seeking ways to support remote e-workers from an HRD perspective across countries, disciplines, and contexts in the COVID-19 pandemic era.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"222 - 236"},"PeriodicalIF":3.1,"publicationDate":"2021-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15234223211017849","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41760182","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 : 2021-05-01DOI: 10.1177/1523422320982930
Marvin Bontrager, M. Clinton, Lee J. Tyner
The Problem. An increasing number of organizations are experiencing concerns from employees regarding work-life balance. Organizations that have chosen to implement formal flexible work arrangements (FWAs) have experienced reluctance from their employees to participate. COVID-19 has forced the hand further toward FWAs, and created additional work life balance concerns. The Solution. FWAs present an opportunity for organizations to address work-life balance concerns, especially amid the black swan event of COVID-19. Implementing FWAs provides opportunity for organizations to reduce turnover and facilitate employee development through work life balance programs. The Stakeholders. The informal processes of FWAs should receive due attention by HRD practitioners and scholars alike.
{"title":"Flexible Work Arrangements: A Human Resource Development Tool to Reduce Turnover","authors":"Marvin Bontrager, M. Clinton, Lee J. Tyner","doi":"10.1177/1523422320982930","DOIUrl":"https://doi.org/10.1177/1523422320982930","url":null,"abstract":"The Problem. An increasing number of organizations are experiencing concerns from employees regarding work-life balance. Organizations that have chosen to implement formal flexible work arrangements (FWAs) have experienced reluctance from their employees to participate. COVID-19 has forced the hand further toward FWAs, and created additional work life balance concerns. The Solution. FWAs present an opportunity for organizations to address work-life balance concerns, especially amid the black swan event of COVID-19. Implementing FWAs provides opportunity for organizations to reduce turnover and facilitate employee development through work life balance programs. The Stakeholders. The informal processes of FWAs should receive due attention by HRD practitioners and scholars alike.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"124 - 141"},"PeriodicalIF":3.1,"publicationDate":"2021-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320982930","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43405952","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 : 2021-05-01DOI: 10.1177/1523422321991192
E. Hammer
The Problem Balancing work and life can be difficult. In a new world of work amidst COVID-19, balancing work and life has become even more challenging. Employees are struggling to adjust their work-life obligations while maintaining performance expectations. Providing employee support to reduce stress and minimize adverse effects on performance outcomes requires employer action. The Solution HRD interventions are recommended as organizational support mechanisms. These interventions are designed to reduce stress produced by work life conflict, particularly during stressful organizational events. Through organizational support, employees are offered the opportunity to increase individual performance. The Stakeholders HRD and HRM professionals, scholars, organizational planners, organizational leaders and managers, and all others who have a vested interest in employee well-being.
{"title":"HRD Interventions that Offer a Solution to Work-Life Conflict","authors":"E. Hammer","doi":"10.1177/1523422321991192","DOIUrl":"https://doi.org/10.1177/1523422321991192","url":null,"abstract":"The Problem Balancing work and life can be difficult. In a new world of work amidst COVID-19, balancing work and life has become even more challenging. Employees are struggling to adjust their work-life obligations while maintaining performance expectations. Providing employee support to reduce stress and minimize adverse effects on performance outcomes requires employer action. The Solution HRD interventions are recommended as organizational support mechanisms. These interventions are designed to reduce stress produced by work life conflict, particularly during stressful organizational events. Through organizational support, employees are offered the opportunity to increase individual performance. The Stakeholders HRD and HRM professionals, scholars, organizational planners, organizational leaders and managers, and all others who have a vested interest in employee well-being.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"142 - 152"},"PeriodicalIF":3.1,"publicationDate":"2021-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422321991192","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45262085","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 : 2021-05-01DOI: 10.1177/1523422320982928
K. Sweet, S. Black
The Problem Many organizations are ill-equipped to mitigate the talent management challenges associated with extended leave for military reservists. Today, reservists take more long-term leave from civilian employment than at any point in modern history, due to more frequent and longer periods of active service resulting from persistent conflict. Yet, there is a lack of research on managing the dual careers of military reservists, and limited guidance is available for human resource development (HRD) professionals. The Solution We propose that opportunity exists in the effective career management of reservists, who receive extensive military training. This article draws on inclusivity research to provide a model for managing the HRD aspects of extended military leave. Rather than focusing on the compliance aspects of military leave, we believe organizations can increase the performance, commitment, and career progression of reservists to better capitalize on the skills and competencies gained through military service. The Stakeholders This article offers practitioners of HRD and HRM insights into building inclusive organizations for military reservists. Implications may also be of interest to scholars of military psychology, military reservists, and military-connected employees.
{"title":"Human Resource Development Before, During, and After Military Leave","authors":"K. Sweet, S. Black","doi":"10.1177/1523422320982928","DOIUrl":"https://doi.org/10.1177/1523422320982928","url":null,"abstract":"The Problem Many organizations are ill-equipped to mitigate the talent management challenges associated with extended leave for military reservists. Today, reservists take more long-term leave from civilian employment than at any point in modern history, due to more frequent and longer periods of active service resulting from persistent conflict. Yet, there is a lack of research on managing the dual careers of military reservists, and limited guidance is available for human resource development (HRD) professionals. The Solution We propose that opportunity exists in the effective career management of reservists, who receive extensive military training. This article draws on inclusivity research to provide a model for managing the HRD aspects of extended military leave. Rather than focusing on the compliance aspects of military leave, we believe organizations can increase the performance, commitment, and career progression of reservists to better capitalize on the skills and competencies gained through military service. The Stakeholders This article offers practitioners of HRD and HRM insights into building inclusive organizations for military reservists. Implications may also be of interest to scholars of military psychology, military reservists, and military-connected employees.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"106 - 123"},"PeriodicalIF":3.1,"publicationDate":"2021-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320982928","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44409985","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 : 2021-05-01DOI: 10.1177/1523422320982933
Ethan P. Waples, Meagan E. Brock Baskin
The Problem. Everything we know and understand about flexible work arrangements (FWAs) revolves around extant research exploring the effects and effectiveness of FWAs based on samples in which organizations and/or employees freely adopted their use. In a post COVID-19 world, organizations implemented FWAs and employees who may not have been prepared for or desired such arrangements. This has resulted in implementing FWAs in situations where the job, culture, or person does not “support” FWAs. The Solution. We suggest the economic uncertainty of the ongoing COVID-19 pandemic should shift Human Resource Development (HRD) attention to managing the organizational climate of work and work expectations, specifically with regard to FWAs. We discuss how HRD practitioners can help, specifically by preparing managers for enhanced communication and feedback, as well as through supporting employee development via proactive job crafting, to better prepare managers and workers to accept and flourish in FWAs both short and long term. The Stakeholders. The stakeholders for this article include decision-makers in organizations interested in driving success through long-term initiatives rooted in developing human capital. In addition, this article should resonate with HRD professionals interested in working with managers and employees to systematically build sustainable FWA systems.
{"title":"Not Your Parents’ Organization? Human Resource Development Practices for Sustainable Flex Work Environments","authors":"Ethan P. Waples, Meagan E. Brock Baskin","doi":"10.1177/1523422320982933","DOIUrl":"https://doi.org/10.1177/1523422320982933","url":null,"abstract":"The Problem. Everything we know and understand about flexible work arrangements (FWAs) revolves around extant research exploring the effects and effectiveness of FWAs based on samples in which organizations and/or employees freely adopted their use. In a post COVID-19 world, organizations implemented FWAs and employees who may not have been prepared for or desired such arrangements. This has resulted in implementing FWAs in situations where the job, culture, or person does not “support” FWAs. The Solution. We suggest the economic uncertainty of the ongoing COVID-19 pandemic should shift Human Resource Development (HRD) attention to managing the organizational climate of work and work expectations, specifically with regard to FWAs. We discuss how HRD practitioners can help, specifically by preparing managers for enhanced communication and feedback, as well as through supporting employee development via proactive job crafting, to better prepare managers and workers to accept and flourish in FWAs both short and long term. The Stakeholders. The stakeholders for this article include decision-makers in organizations interested in driving success through long-term initiatives rooted in developing human capital. In addition, this article should resonate with HRD professionals interested in working with managers and employees to systematically build sustainable FWA systems.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"153 - 170"},"PeriodicalIF":3.1,"publicationDate":"2021-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320982933","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41608113","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 : 2021-05-01DOI: 10.1177/1523422320982922
E. Hammer
The Problem Employee leave amidst the Coronavirus pandemic brings about key questions regarding organizational support and development. Current corporate and public policies are written into employee handbooks where they are lauded as supportive economic, social, and sustainable policies for helping people (i.e., workers) achieve humane needs, but are proving to be lacking for truly providing support in the most troubling times. The Solution The field of Human Resource Management (HRM) and Human Resource Development (HRD) provide unique perspectives on developmental, performance-enhancing, and supportive structures for organizations to thrive. This Issue examines methods for creating truly supportive policies amidst the fallout of the global pandemic not only supports organizational longevity but demonstrates how valued employees truly are within the organization while meeting the labor demands of the market. The Stakeholders This Special Issue reflects the strong correlation of work-life balance with HRD researchers, administrators and practitioners alike who recognize the value of employee leave and effective policy implementation.
{"title":"Preface: Developing an Organization Through Work Life Balance-Driven Leave","authors":"E. Hammer","doi":"10.1177/1523422320982922","DOIUrl":"https://doi.org/10.1177/1523422320982922","url":null,"abstract":"The Problem Employee leave amidst the Coronavirus pandemic brings about key questions regarding organizational support and development. Current corporate and public policies are written into employee handbooks where they are lauded as supportive economic, social, and sustainable policies for helping people (i.e., workers) achieve humane needs, but are proving to be lacking for truly providing support in the most troubling times. The Solution The field of Human Resource Management (HRM) and Human Resource Development (HRD) provide unique perspectives on developmental, performance-enhancing, and supportive structures for organizations to thrive. This Issue examines methods for creating truly supportive policies amidst the fallout of the global pandemic not only supports organizational longevity but demonstrates how valued employees truly are within the organization while meeting the labor demands of the market. The Stakeholders This Special Issue reflects the strong correlation of work-life balance with HRD researchers, administrators and practitioners alike who recognize the value of employee leave and effective policy implementation.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"99 - 105"},"PeriodicalIF":3.1,"publicationDate":"2021-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320982922","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42038253","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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