Pub Date : 2020-10-05DOI: 10.1177/1523422320949143
E. Richard
The Problem To create resilient organizations, Human Resource Development (HRD) must foster the conditions (both internal and external to the employee) that enable learning and development in the face of adversity. Yet the experience of adversity produces intense negative emotions that threaten learning and development. Resilience building programs typically focus on building resources internal to the worker (e.g., self-efficacy, optimism) as a means of buffering against the negative effects of future stressors, but considerably less focus is placed on supporting others in their attempts to cope. Additionally, the role of leadership in promoting follower resilience has received limited attention. The Solution This article begins by summarizing the role of emotion and emotion regulation in recent literature on employee resilience. Toward that goal, a literature search was conducted for reviews and theoretical models of employee resilience published in peer-reviewed journals over the past 10 years. Next, emerging scholarship on interpersonal emotion management (IEM) is introduced, with a focus on its application in work and leadership contexts. The argument is made that leaders are in a unique position to promote resilience in their followers, through the promotion of positive emotional states and through the mitigation of the negative emotional states that accompany adversity. As such, developing IEM skills in both resilience training and leadership development programs should increase employee resilience. The Stakeholders Leaders, scholars, and HRD professionals interested in promoting employee resilience and developing effective leaders will benefit from this application of interpersonal emotion management concepts to the topic of employee resilience.
{"title":"Developing Employee Resilience: The Role of Leader-Facilitated Emotion Management","authors":"E. Richard","doi":"10.1177/1523422320949143","DOIUrl":"https://doi.org/10.1177/1523422320949143","url":null,"abstract":"The Problem To create resilient organizations, Human Resource Development (HRD) must foster the conditions (both internal and external to the employee) that enable learning and development in the face of adversity. Yet the experience of adversity produces intense negative emotions that threaten learning and development. Resilience building programs typically focus on building resources internal to the worker (e.g., self-efficacy, optimism) as a means of buffering against the negative effects of future stressors, but considerably less focus is placed on supporting others in their attempts to cope. Additionally, the role of leadership in promoting follower resilience has received limited attention. The Solution This article begins by summarizing the role of emotion and emotion regulation in recent literature on employee resilience. Toward that goal, a literature search was conducted for reviews and theoretical models of employee resilience published in peer-reviewed journals over the past 10 years. Next, emerging scholarship on interpersonal emotion management (IEM) is introduced, with a focus on its application in work and leadership contexts. The argument is made that leaders are in a unique position to promote resilience in their followers, through the promotion of positive emotional states and through the mitigation of the negative emotional states that accompany adversity. As such, developing IEM skills in both resilience training and leadership development programs should increase employee resilience. The Stakeholders Leaders, scholars, and HRD professionals interested in promoting employee resilience and developing effective leaders will benefit from this application of interpersonal emotion management concepts to the topic of employee resilience.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"387 - 403"},"PeriodicalIF":3.1,"publicationDate":"2020-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320949143","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44364973","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 : 2020-09-10DOI: 10.1177/1523422320946115
M. Bal, M. Kordowicz, A. Brookes
The Problem Resilience discourses in society and the contemporary workplace tend to emphasize the self-directed nature of resilience and the imposed demand for resilience for survival in the contemporary labor market. The Solution In this article, the anchoring point of resilience is analyzed when conceptualized within a neoliberal and self-directed ideology. Subsequently, it offers an alternative anchoring point through a dignity-perspective on resilience, through which the term is reinterpreted in a new meaning. The Stakeholders This article offers scholars, practitioners and policy-makers insights into how resilience can be conceptualized and used in practice. Analyzing resilience through a dignity lens provides new meanings and more effective uses of resilience in society and the contemporary workplaces.
{"title":"A Workplace Dignity Perspective on Resilience: Moving Beyond Individualized Instrumentalization to Dignified Resilience","authors":"M. Bal, M. Kordowicz, A. Brookes","doi":"10.1177/1523422320946115","DOIUrl":"https://doi.org/10.1177/1523422320946115","url":null,"abstract":"The Problem Resilience discourses in society and the contemporary workplace tend to emphasize the self-directed nature of resilience and the imposed demand for resilience for survival in the contemporary labor market. The Solution In this article, the anchoring point of resilience is analyzed when conceptualized within a neoliberal and self-directed ideology. Subsequently, it offers an alternative anchoring point through a dignity-perspective on resilience, through which the term is reinterpreted in a new meaning. The Stakeholders This article offers scholars, practitioners and policy-makers insights into how resilience can be conceptualized and used in practice. Analyzing resilience through a dignity lens provides new meanings and more effective uses of resilience in society and the contemporary workplaces.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"453 - 466"},"PeriodicalIF":3.1,"publicationDate":"2020-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320946115","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48422376","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 : 2020-08-29DOI: 10.1177/1523422320949132
M. Bal
The Problem Stress, anxiety, depression, and similar emotional and psychological inhibitors may negatively impact employee well-being and dignity, quality of work-life, and overall organizational performance. These inhibitors may be produced through events such as structural or procedural changes, tensions emanating from diminished work relationships, pressures related to the work itself, perceptions of unjust or unfair treatment, or other forces that may affect an individual’s capacity to function and perform well. The Solution This Special Issue explores approaches to gain insight to the ways individuals, as well as the organizations they serve, may become more resilient and bounce back from adversity. The interdisciplinary relationship between human resource development (HRD) and human resource management (HRM) is crucial for effective strategies to overcome negative outcomes. The Stakeholders HRD scholars, practitioners, researchers, and all other professionals concerned with optimizing employee well-being and optimizing the capacity to perform will benefit from this Special Issue.
{"title":"Preface to the Special Issue on “The Impact of Resilience in Developing Individual and Organizational Capacity to ‘Bounce Back’ from Challenges”","authors":"M. Bal","doi":"10.1177/1523422320949132","DOIUrl":"https://doi.org/10.1177/1523422320949132","url":null,"abstract":"The Problem Stress, anxiety, depression, and similar emotional and psychological inhibitors may negatively impact employee well-being and dignity, quality of work-life, and overall organizational performance. These inhibitors may be produced through events such as structural or procedural changes, tensions emanating from diminished work relationships, pressures related to the work itself, perceptions of unjust or unfair treatment, or other forces that may affect an individual’s capacity to function and perform well. The Solution This Special Issue explores approaches to gain insight to the ways individuals, as well as the organizations they serve, may become more resilient and bounce back from adversity. The interdisciplinary relationship between human resource development (HRD) and human resource management (HRM) is crucial for effective strategies to overcome negative outcomes. The Stakeholders HRD scholars, practitioners, researchers, and all other professionals concerned with optimizing employee well-being and optimizing the capacity to perform will benefit from this Special Issue.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"347 - 352"},"PeriodicalIF":3.1,"publicationDate":"2020-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320949132","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42841831","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 : 2020-08-29DOI: 10.1177/1523422320945237
Jake Eliot
The Problem Businesses and their leaders regularly face disruptive change, uncertain economic futures and the pressure of improving employee well-being. To not only withstand these crises but to rebound and even grow stronger, organizations must develop resilient leaders and a resilient workforce. Human resource development (HRD) professionals are responsible for resilience development within an organization and need to understand whether the development of servant leaders also increases leader and workforce resilience. The Solution Leaders with a high level of resilience are able to respond in positive ways to crises their organizations may encounter and, by exhibiting that resilience and those positive responses, are able to increase the level of resilience of those around them. Servant leaders focus their efforts on meeting the psychological needs and health of their followers and are therefore well placed to positively impact subordinate resilience. This article explores the ability of servant leadership to positively impact and grow the resilient capacity of those impacted by the servant leader. It proposes that HRD professionals can increase the resilience capabilities of an organization through the development of servant leaders who also exhibit resilient behaviors. The Stakeholders This article benefits organizations, leaders, employees, and HRD professionals as well as resilience and leadership scholars and practitioners.
{"title":"Resilient Leadership: The Impact of a Servant Leader on the Resilience of their Followers","authors":"Jake Eliot","doi":"10.1177/1523422320945237","DOIUrl":"https://doi.org/10.1177/1523422320945237","url":null,"abstract":"The Problem Businesses and their leaders regularly face disruptive change, uncertain economic futures and the pressure of improving employee well-being. To not only withstand these crises but to rebound and even grow stronger, organizations must develop resilient leaders and a resilient workforce. Human resource development (HRD) professionals are responsible for resilience development within an organization and need to understand whether the development of servant leaders also increases leader and workforce resilience. The Solution Leaders with a high level of resilience are able to respond in positive ways to crises their organizations may encounter and, by exhibiting that resilience and those positive responses, are able to increase the level of resilience of those around them. Servant leaders focus their efforts on meeting the psychological needs and health of their followers and are therefore well placed to positively impact subordinate resilience. This article explores the ability of servant leadership to positively impact and grow the resilient capacity of those impacted by the servant leader. It proposes that HRD professionals can increase the resilience capabilities of an organization through the development of servant leaders who also exhibit resilient behaviors. The Stakeholders This article benefits organizations, leaders, employees, and HRD professionals as well as resilience and leadership scholars and practitioners.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"404 - 418"},"PeriodicalIF":3.1,"publicationDate":"2020-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320945237","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43649150","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 : 2020-08-27DOI: 10.1177/1523422320946293
Tibor N. Farkas, J. Mendy, Niko Kargas
The Problem Although previous research suggests current human resource management (HRM) policies and procedures do not fully accommodate the diverse strengths and needs of jobseekers and employees on the autism spectrum, the human resource development (HRD) community, including its scholars, researchers and practitioners will benefit from learning more about autism and how people with the condition can develop resilience capacity at work. The Solutions Utilizing a community-based participatory research approach (CBPR), we recommend an Autism Work Peer Support Group (AWPSG) program as a new framework that can help the HRD community as well as HRM work coaches and disability employment advisors to foster environments, where people’s social adaptation is key for their resilience capacity development. The Stakeholders The current research provides a framework on how a CBPR approach could be utilized to operationalize the design and evaluation of an employment intervention (i.e., AWPSG) that could involve autistic jobseekers in the process of resilience building. Furthermore, our findings indicate that fostering the emergence of a subjectively meaningful employment-focused peer support group program could help enlighten the HRD community about the challenges faced by this particular group and thereby offer effective autism-HRD advice and support to autistic jobseekers, employees and employers, management, work-coaches and disability employment advisors.
{"title":"Enhancing Resilience in Autistic Adults Using Community-based Participatory Research: A Novel HRD Intervention in Employment Service Provision","authors":"Tibor N. Farkas, J. Mendy, Niko Kargas","doi":"10.1177/1523422320946293","DOIUrl":"https://doi.org/10.1177/1523422320946293","url":null,"abstract":"The Problem Although previous research suggests current human resource management (HRM) policies and procedures do not fully accommodate the diverse strengths and needs of jobseekers and employees on the autism spectrum, the human resource development (HRD) community, including its scholars, researchers and practitioners will benefit from learning more about autism and how people with the condition can develop resilience capacity at work. The Solutions Utilizing a community-based participatory research approach (CBPR), we recommend an Autism Work Peer Support Group (AWPSG) program as a new framework that can help the HRD community as well as HRM work coaches and disability employment advisors to foster environments, where people’s social adaptation is key for their resilience capacity development. The Stakeholders The current research provides a framework on how a CBPR approach could be utilized to operationalize the design and evaluation of an employment intervention (i.e., AWPSG) that could involve autistic jobseekers in the process of resilience building. Furthermore, our findings indicate that fostering the emergence of a subjectively meaningful employment-focused peer support group program could help enlighten the HRD community about the challenges faced by this particular group and thereby offer effective autism-HRD advice and support to autistic jobseekers, employees and employers, management, work-coaches and disability employment advisors.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"370 - 386"},"PeriodicalIF":3.1,"publicationDate":"2020-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320946293","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47125445","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 : 2020-08-25DOI: 10.1177/1523422320946231
J. Mendy
The Problem Human resource development (HRD) research has sought to demarcate a human developmental problem by identifying learning interventions through which individuals can contribute towards group and organizational growth. However, there remains the fundamental problem, which is how to go beyond individualized employee development to a more collective resilience model building against workplace stress. Such lesser effectiveness has led to financial, emotional and psycho-social costs to individuals and collectives. Based on the theoretical analysis of human capital theory, HRD research and literature are lacking in how to more effectively operationalize collective resilience against workplace stress. The Solution A multi-faceted collective workforce resilience intervention conceptual model is proposed to enable both management and employees to overcome ineffective implementation of human development and thereby bounce back from workforce stress. Four aspects of the model’s practical operationalization are proposed as steps to help the HRD community of practitioners and scholars to engrain resilience as a workplace culture in resolving stress. Implications on (1) the identification of workplace stress, (2) the effective design and operationalization of development capacities. (3) the resilience intervention initiatives, and (4) the management of collective workforce resilience are highlighted. The Stakeholders The proposed model is designed for the HRD community, including scholars, practitioners, employees and managers in related HRD contexts.
{"title":"Bouncing back from Workplace Stress: From HRD’s Individual Employee’s Developmental Focus to Multi-facetted Collective Workforce Resilience Intervention","authors":"J. Mendy","doi":"10.1177/1523422320946231","DOIUrl":"https://doi.org/10.1177/1523422320946231","url":null,"abstract":"The Problem Human resource development (HRD) research has sought to demarcate a human developmental problem by identifying learning interventions through which individuals can contribute towards group and organizational growth. However, there remains the fundamental problem, which is how to go beyond individualized employee development to a more collective resilience model building against workplace stress. Such lesser effectiveness has led to financial, emotional and psycho-social costs to individuals and collectives. Based on the theoretical analysis of human capital theory, HRD research and literature are lacking in how to more effectively operationalize collective resilience against workplace stress. The Solution A multi-faceted collective workforce resilience intervention conceptual model is proposed to enable both management and employees to overcome ineffective implementation of human development and thereby bounce back from workforce stress. Four aspects of the model’s practical operationalization are proposed as steps to help the HRD community of practitioners and scholars to engrain resilience as a workplace culture in resolving stress. Implications on (1) the identification of workplace stress, (2) the effective design and operationalization of development capacities. (3) the resilience intervention initiatives, and (4) the management of collective workforce resilience are highlighted. The Stakeholders The proposed model is designed for the HRD community, including scholars, practitioners, employees and managers in related HRD contexts.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"353 - 369"},"PeriodicalIF":3.1,"publicationDate":"2020-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320946231","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42233613","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 : 2020-08-22DOI: 10.1177/1523422320949145
Jade-Isis Lefebvre, Francesco Montani, François Courcy
The Problem A key challenge for human resource development (HRD) scholars and practitioners is to understand the individual competences that can be trained and developed to enhance employee resilience at work. Empirical evidence has been accumulated on the benefits of self-compassion—that is, a set of malleable states that can be developed through HRD interventions—for individual resilience, as well as on the factors that can strengthen self-compassion in organizations. Nonetheless, limited efforts have been devoted to translate this critical scientific knowledge into evidence-based, practical insights that could guide the implementation of effective human resource development practices to develop self-compassion and, thereby, increase resilience in organizations. The Solution This article presents a practice-oriented literature review of the benefits of self-compassion for resilience at work. The relationship between self-compassion and resilience at work, as well as the specific workplace factors that foster growth are outlined for practical implications in the workplace. Facilitators are identified as (1) personal factors (i.e., experience of stress and level of self-awareness), (2) contemplative trainings, and (3) leadership styles and listening styles. This article provides evidence-based practical recommendations for the implementation of these factors and of self-compassion in organizations for increased resilience. The Stakeholders Stakeholders of this practice-oriented review are employees (especially those exposed to highly stressful job conditions) and their leaders, human resource developers in charge of setting the development of training and developmental processes to enhance self-compassion and resilience, and HRD research scholars interested in advancing current literature on self-compassion and resilience at work.
{"title":"Self-Compassion and Resilience at Work: A Practice-Oriented Review","authors":"Jade-Isis Lefebvre, Francesco Montani, François Courcy","doi":"10.1177/1523422320949145","DOIUrl":"https://doi.org/10.1177/1523422320949145","url":null,"abstract":"The Problem A key challenge for human resource development (HRD) scholars and practitioners is to understand the individual competences that can be trained and developed to enhance employee resilience at work. Empirical evidence has been accumulated on the benefits of self-compassion—that is, a set of malleable states that can be developed through HRD interventions—for individual resilience, as well as on the factors that can strengthen self-compassion in organizations. Nonetheless, limited efforts have been devoted to translate this critical scientific knowledge into evidence-based, practical insights that could guide the implementation of effective human resource development practices to develop self-compassion and, thereby, increase resilience in organizations. The Solution This article presents a practice-oriented literature review of the benefits of self-compassion for resilience at work. The relationship between self-compassion and resilience at work, as well as the specific workplace factors that foster growth are outlined for practical implications in the workplace. Facilitators are identified as (1) personal factors (i.e., experience of stress and level of self-awareness), (2) contemplative trainings, and (3) leadership styles and listening styles. This article provides evidence-based practical recommendations for the implementation of these factors and of self-compassion in organizations for increased resilience. The Stakeholders Stakeholders of this practice-oriented review are employees (especially those exposed to highly stressful job conditions) and their leaders, human resource developers in charge of setting the development of training and developmental processes to enhance self-compassion and resilience, and HRD research scholars interested in advancing current literature on self-compassion and resilience at work.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"437 - 452"},"PeriodicalIF":3.1,"publicationDate":"2020-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320949145","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44587327","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 : 2020-08-20DOI: 10.1177/1523422320948885
Stephanie Sisco
The Problem Corporations have maintained a history of operating as racialized social systems that contribute to racial divisions and inequities in the workplace. Despite this reality, there have been high-achieving Black men and women who have overcome limitations and unfavorable circumstances. In this study, resilience to racial bias in corporate America is explored through the lived experience of Black professionals by using a phenomenological research method. The Solution Race, racism, and workplace incivility are discussed in a conceptual framework to examine how racial bias still exists in the workplace and to contextualize the participants’ experiences. As a result of the findings, self-preservation and coping strategies are identified to provide insight into how the participants overcame social and racial barriers that influence their professional identities and career development in corporate America. The Stakeholders This research is intended to inform organizational leaders and career development researchers and specialists who are invested in the advancement of Black professionals and the communities they represent. This study also has implications for human resource developers and researchers who seek to minimize racial bias against Black professionals through racial discourse and race-conscious research.
{"title":"Race-Conscious Career Development: Exploring Self-Preservation and Coping Strategies of Black Professionals in Corporate America","authors":"Stephanie Sisco","doi":"10.1177/1523422320948885","DOIUrl":"https://doi.org/10.1177/1523422320948885","url":null,"abstract":"The Problem Corporations have maintained a history of operating as racialized social systems that contribute to racial divisions and inequities in the workplace. Despite this reality, there have been high-achieving Black men and women who have overcome limitations and unfavorable circumstances. In this study, resilience to racial bias in corporate America is explored through the lived experience of Black professionals by using a phenomenological research method. The Solution Race, racism, and workplace incivility are discussed in a conceptual framework to examine how racial bias still exists in the workplace and to contextualize the participants’ experiences. As a result of the findings, self-preservation and coping strategies are identified to provide insight into how the participants overcame social and racial barriers that influence their professional identities and career development in corporate America. The Stakeholders This research is intended to inform organizational leaders and career development researchers and specialists who are invested in the advancement of Black professionals and the communities they represent. This study also has implications for human resource developers and researchers who seek to minimize racial bias against Black professionals through racial discourse and race-conscious research.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"419 - 436"},"PeriodicalIF":3.1,"publicationDate":"2020-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320948885","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46157157","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 : 2020-06-30DOI: 10.1177/1523422320927299
L. Yorks, D. Rotatori, SeoYoon Sung, S. Justice
The Problem This article explores the nature of reflection within the workplace during the fourth industrial revolution (4IR), a period characterized by the proliferation of cognitive technologies—like artificial intelligence (AI)—which are changing the nature of work. This piece explores the manner in which individuals and teams learn through reflective practice as a result of increased human–machine collaboration in the 4IR since it has not been extensively researched. The Solution Through an analysis of Anand Rao’s three-tiered model of AI—assisted intelligence, augmented intelligence, and autonomous intelligence—and by using data collected through a semi-structured interview process that situated the article within a particular sector of the economy—the health care industry—this article provides a framework for understanding the workplace, and human-machine collaboration, during the 4IR. The Stakeholders Human resource development practitioners and researchers interested in the role of cognitive technologies within the workplace and their impact on human reflection.
{"title":"Workplace Reflection in the Age of AI: Materiality, Technology, and Machines","authors":"L. Yorks, D. Rotatori, SeoYoon Sung, S. Justice","doi":"10.1177/1523422320927299","DOIUrl":"https://doi.org/10.1177/1523422320927299","url":null,"abstract":"The Problem This article explores the nature of reflection within the workplace during the fourth industrial revolution (4IR), a period characterized by the proliferation of cognitive technologies—like artificial intelligence (AI)—which are changing the nature of work. This piece explores the manner in which individuals and teams learn through reflective practice as a result of increased human–machine collaboration in the 4IR since it has not been extensively researched. The Solution Through an analysis of Anand Rao’s three-tiered model of AI—assisted intelligence, augmented intelligence, and autonomous intelligence—and by using data collected through a semi-structured interview process that situated the article within a particular sector of the economy—the health care industry—this article provides a framework for understanding the workplace, and human-machine collaboration, during the 4IR. The Stakeholders Human resource development practitioners and researchers interested in the role of cognitive technologies within the workplace and their impact on human reflection.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"308 - 319"},"PeriodicalIF":3.1,"publicationDate":"2020-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320927299","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46155910","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 : 2020-06-25DOI: 10.1177/1523422320927298
P. Faller, V. Marsick, C. Russell
The Problem Organizations and human resources development (HRD) leaders are challenged to rethink and adapt learning and development strategies to address current and future needs. Yet, performance demands—as well as limited space, time, and resources—mean employees need to learn on their own. Not everyone knows how to do that well. The question arises: How can HRD better support employee learning? The Solution Reflective learning practices based on action learning (AL) support work-based learning. AL “tools” help peers learn by working together in diverse groups of nonexperts on real tasks to gain new perspectives and learn to frame and solve challenges. The Stakeholders This article shows, through a review of existing reflective processes and tools, how HRD practitioners can adapt these practices to help groups of peers and teams learn while working, to support the organization and its members in fast-changing environments.
{"title":"Adapting Action Learning Strategies to Operationalize Reflection in the Workplace","authors":"P. Faller, V. Marsick, C. Russell","doi":"10.1177/1523422320927298","DOIUrl":"https://doi.org/10.1177/1523422320927298","url":null,"abstract":"The Problem Organizations and human resources development (HRD) leaders are challenged to rethink and adapt learning and development strategies to address current and future needs. Yet, performance demands—as well as limited space, time, and resources—mean employees need to learn on their own. Not everyone knows how to do that well. The question arises: How can HRD better support employee learning? The Solution Reflective learning practices based on action learning (AL) support work-based learning. AL “tools” help peers learn by working together in diverse groups of nonexperts on real tasks to gain new perspectives and learn to frame and solve challenges. The Stakeholders This article shows, through a review of existing reflective processes and tools, how HRD practitioners can adapt these practices to help groups of peers and teams learn while working, to support the organization and its members in fast-changing environments.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"22 1","pages":"291 - 307"},"PeriodicalIF":3.1,"publicationDate":"2020-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320927298","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45745448","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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