HUMAN RESOURCE DEVELOPMENT INTERNATIONAL最新文献

{"title":"Unpacking generation Y’s engagement using employee experience as the lens: an integrative literature review","authors":"Rakhi Singh, Sanghamitra Chaudhuri, Priyanka Sihag, B. Shuck","doi":"10.1080/13678868.2023.2170210","DOIUrl":"https://doi.org/10.1080/13678868.2023.2170210","url":null,"abstract":"ABSTRACT With the ageing workforce and the impending retirement of Baby Boomers, there is an urgent need for human resource development (HRD) professionals to not only retain but also actively engage Generation Y. They will soon become the major segment of the global workforce dominating the 21st century. Notwithstanding, it has been challenging to keep this generational cohort actively engaged and it remains unclear what is driving higher levels of engagement with Gen Y. The purpose of this integrative literature review was to explore various antecedents of employee engagement identified in the literature for this generational cohort. This review spans two decades (2000–2021) of research and presents a conceptual model that highlights antecedents at three employee experience levels across findings from 82 studies. The proposed model could serve as a general blueprint for future research in HRD theory and practice.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46729660","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}

{"title":"Professional immigrants and high-functioning anxiety: assessing some interventions","authors":"S. Pandya","doi":"10.1080/13678868.2023.2170200","DOIUrl":"https://doi.org/10.1080/13678868.2023.2170200","url":null,"abstract":"ABSTRACT Professional immigrants from South Asian countries make a rapidly growing percentage of the US workforce. High-functioning anxiety is a latent mental state coupled with challenges faced due to their intersectional identities. This study examines the effectiveness of an online meditation lessons (OML) intervention in mitigating anxieties, enabling socio-cultural adaptation and wellbeing of professional US-based Indian immigrants as compared to online support group sharing sessions (OSGSS). OML attendees reported lower anxieties, better socio-cultural adaptation, self-construal, wellbeing, and psychological flourishing. OSGSS participants also reported statistically significant gains in socio-cultural adaptation scores. Latent class analysis revealed eight subgroups of participants likely to gain the most from OML: men, with doctoral and postdoctoral qualifications, university academics, medical professionals, currently married, cohabiting, above benchmark OML attendees and regular homework doers. With some refinements addressing specific issues of women, banking, and IT sector professionals, and singles, OML would be impactful for professional Indian immigrants to the US.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-01-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49347385","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}

{"title":"What does caring HRD look like in practice? A case study of two social enterprises in Brazil","authors":"A. C. Rodriguez, D. Lobo, Alexandre A. Ardichvili, Silvia Pereira de Castro Casa Nova","doi":"10.1080/13678868.2022.2160886","DOIUrl":"https://doi.org/10.1080/13678868.2022.2160886","url":null,"abstract":"Impacts of COVID-19 pandemic, combined with an array of other severe threats to societal well-being (e.g. inequality, systemic racism, and environmental degradation), have shed light on the importance of ethics of care as a guiding normative for HRD. However, the current understanding of care as HRD practice is limited and primarily studied in the context of leaders' behaviours towards employees. This study addresses this shortcoming by conducting a case study of social enterprises located in impoverished communities surrounding the UNESCO World Heritage Site Serra da Capivara National Park, Brazil, to examine what caring HRD looks like and how it can be operationalised in organisations. We conducted a qualitative study based on interviews and documentation analysis to map the flow of care practices implemented by these social enterprises. Our findings suggest that caring HRD entails a reciprocal and systemic approach highly relevant to organisations operating in collaborative and complex social contexts. We observed that moral values are critical requirements for a caring approach and must be embedded in the organisation's mission, culture, and processes. Our work expands the range of care interventions proposed in HRD literature by offering strategies that target the whole organisational system, including the surrounding environment and community.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47973939","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}

{"title":"Indigenous research in HRD: reflections from HRDI & call for contributions","authors":"Rajashi Ghosh, S. Nachmias, D. McGuire","doi":"10.1080/13678868.2022.2162675","DOIUrl":"https://doi.org/10.1080/13678868.2022.2162675","url":null,"abstract":"In the most recent editorial published in Volume 21 and Issue 4 of Human Resource Development Review (HRDR), a group of scholars commented on the gap of and scope for Indigenous research in the field of HRD. We at Human Resource Development International (HRDI) share this interest and commitment towards being more inclusive of voices that are presenting alternative and counter narratives to the commonplace ways of theorising and examining phenomenon relevant to HRD. Given that HRD scholarship is still predominantly skewed towards highlighting research conducted in the West, it is a moral imperative for journals in the field of HRD to be intentional in inquiring why we are lacking Indigenous voices and how we can make space for those voices in an equitable manner. Indigenous research has been defined by Li, Sekiguchi, and Zhou (2016) as encompassing ‘the context-sensitive and context-specific approaches to a uniquely local phenomenon, which may have global implications’ (p.584). Thus, an emphasis on the ‘context’ is required to be at the essence of how such research is conceptualised and conducted. With this understanding, HRDI has proactively attempted to make space for contextual understanding of HRD phenomena, constructs, and practices. For instance, in 2022, HRDI has published articles that have an intentional focus on the role that context plays in shaping the constructs being studied. A few such examples are listed here:","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"1 - 6"},"PeriodicalIF":6.3,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43094296","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}

{"title":"Ambidextrous leadership: a distinct pathway to build talent agility and engagement","authors":"Gopal Krushna Gouda, B. Tiwari","doi":"10.1080/13678868.2022.2163101","DOIUrl":"https://doi.org/10.1080/13678868.2022.2163101","url":null,"abstract":"Employees face traumatic experiences as they have to deal with ambiguity, complexity, and an ever-changing business environment due to the COVID-19 outbreak. A suitable leadership approach is required to make strategic decisions and develop employees' agile mind set in the new work setting. Therefore, this study emphasises the strategic role of ambidextrous leadership in building an agile talent, thus enhancing employee engagement. It is also recommended that HRD professionals develop an innovative culture wherein leaders can foster both exploitation and exploration behaviour among subordinates at a high level. Thus, employees become flexible, openly express their ideas, and take risks without fear of undesirable results while applying novel practices leading to high employee engagement.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"1 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2022-12-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41418319","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}

{"title":"Microlearning in corporate settings: practitioner perspectives","authors":"Satheesha Nanjappa, Vinit Ghosh, S. Acharya, Hory Sankar Mukerjee, Venkat Stl","doi":"10.1080/13678868.2022.2160688","DOIUrl":"https://doi.org/10.1080/13678868.2022.2160688","url":null,"abstract":"ABSTRACT Organisations are seeking to adopt training strategies that support quick, but effective, learning for Gen-Z and millennials. The recent pandemic triggered the need for a hybrid/remote workplace where employees’ learning and development expectations are oriented more towards a need-based and short content-based learning. Though few organisations have initiated the process of micro-learning adoption as part of their learning and development practices, there are quite a number of roadblocks and challenges. In this perspective article, the authors have used their core experiences and learnings from the L&D units of multinational corporations to address key questions such as (1) How micro-learning can be adopted as a general practice in the corporate L&D settings? (2) What are the key success factors of such adoptions? (3) What is the future roadmap of micro content-based learning? The authors also suggested a few directions to pursue the goal of creating a microlearning environment in corporate settings.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"1 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2022-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59824176","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}

{"title":"Millennials and organisational commitment: current and future perspectives","authors":"Mark Zarwi, S. Marchand, Ben Kennard, J. Michael","doi":"10.1080/13678868.2022.2157236","DOIUrl":"https://doi.org/10.1080/13678868.2022.2157236","url":null,"abstract":"ABSTRACT Considerable research in recent decades has been devoted to investigating the nature of organisational commitment, as well as the factors influencing it, and the effects that it has on decisions and actions. In the current paper we contribute to this research by investigating the question as to whether millennials (i.e. people born in the years between 1980 and 2000) might differ from earlier generations in terms of their organisational commitment. We report the results of a literature review of recent theoretical and empirical research on organisational commitment. While some studies provide reason to suspect that millennials might exhibit less organisational commitment than previous generations, the overall body of existing evidence points towards a more nuanced conclusion. Specifically, existing evidence suggests that millennials are not less committed in the workplace than previous generations, but that some factors may be increasing in importance for them compared to previous generations.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2022-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46843050","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}

{"title":"The impact of coping self-efficacy and sociocultural adjustment on skill development of expatriates in Taiwan","authors":"Somya Agrawal","doi":"10.1080/13678868.2022.2149384","DOIUrl":"https://doi.org/10.1080/13678868.2022.2149384","url":null,"abstract":"ABSTRACT From an expatriate’s viewpoint, an international job assignment is a high-pressure situation that requires them to adjust as expeditiously as possible. Therefore, a considerable strand of the international human resource management (IHRM) literature is dedicated to the subject of expatriate adjustment. Drawing upon Folkman and Lazarus’ coping framework and Bandura’s self-efficacy theory, the present study examines the influence of expatriates’ coping self-efficacy and sociocultural adjustment on their skill development process. Based on the hypotheses, mediating effects of sociocultural adjustment on coping self-efficacy and skill development were also studied. Using questionnaire survey method, data was collected from 161 expatriates currently working in Taiwan. The results highlighted the key role that coping self-efficacy plays in the sociocultural adjustment of expatriates, such that, the individuals with a higher level of coping self-efficacy were found to experience higher levels of sociocultural adjustment. The results further show that this interrelationship also facilitated skill development through the mediating effects of sociocultural adjustment. This study contributes to expatriate literature by showcasing the underlying impact of different factors on skill development and provide insights for skill-building to human resource (HR) managers and expatriates working in Taiwan. Lastly, the author also presents implications, limitations, and future research directions.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"431 - 457"},"PeriodicalIF":6.3,"publicationDate":"2022-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48914886","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}

{"title":"Transformational leadership effectiveness: an evidence-based primer","authors":"Connie Deng, D. Gulseren, Carlo Isola, Kyra Grocutt, Nick Turner","doi":"10.1080/13678868.2022.2135938","DOIUrl":"https://doi.org/10.1080/13678868.2022.2135938","url":null,"abstract":"ABSTRACT The proliferation of leadership models can leave practitioners confused about which model to use in guiding their leadership development initiatives. Although ‘new’ leadership models (e.g. authentic, ethical, and servant leadership) suggest theoretical differences, empirical research has shown considerable overlap among these models and longer standing ones such as transformational leadership. With extant literature questioning the added empirical value of these newer models, this paper aims to distil the best evidence about transformational leadership into a ‘primer’ that can help practitioners use evidence-led practices in their leadership development. To do so, we briefly review major leadership models, highlight evidence for empirical redundancy between new leadership models and transformational leadership, and discuss meta-analytic findings between transformational leadership and outcomes of leadership. Our review suggests that these newer leadership models add little incremental validity beyond transformational leadership in predicting various leadership outcomes. Moreover, transformational leadership demonstrates medium to large effect sizes on a range of individual, team, and organisational outcomes. Taken together, our findings suggest that organisations can benefit by focusing their resources on transformational leadership development, rather than on the latest leadership fad.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2022-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44005632","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}

{"title":"Is the dream of flexible work fading?","authors":"S. Nachmias, David McGuire, Rajashi Ghosh","doi":"10.1080/13678868.2022.2130298","DOIUrl":"https://doi.org/10.1080/13678868.2022.2130298","url":null,"abstract":"National lockdowns and social distance measures seem to be a distant memory. We have all been affected by the pandemic and its consequences for work, life and beyond. A central feature of national lockdowns was to protect the public, hence many of us had to work fully from home. This is an experience that we will probably never see again in our lifetime. Most certainly, working from home has shifted the debate on organisational life regardless of industry, role and national context. We have now significant experience of remote working (Li, Ghosh, and Nachmias 2020) with specific desires regarding future work patterns. As we emerge from the pandemic, remote working has become more normalised, more entrenched, and more desired by most professionals. Many scholars highlighted the transition to flexible online working caused by the pandemic and the benefits associated with this form of working (i.e. Shirmohammadi, Au, and Beigi 2022; Teevan 2021; Li, Ghosh, and Nachmias 2020; McGuire, Germain, and Reynolds 2021). The pandemic and stay-at-home orders created uncharted territory for remote working and how to manage employees in a hybrid working environment. It puts Human Resource Development (HRD) professionals at the centre of organisational design to address unprecedented changes at work. As the dust settles, the question is to what extent this emerging, novel form of organising work can be maintained in the longer-term. We have all seen reports in the news that many organisations have called employees back to the office, indicating a desire to revert to the ‘normal way of working’. There is certainly a strong desire to normalise the working environment, with some organisations endorsing the productivity benefits accruing from physical interactive working environments. For example, the CEO of Goldman Sachs expressed his scepticism about the efficiency of remote working whilst others have shown a longer-term openness to embracing flexible working through redesigning their work settings. This shows that the business environment is currently a frenzied zone. A state of excitement for some and a state of fear for others. On the one hand, we have the newbies (new to work-life balance) who have shown an unwillingness to compromise. After months of remote working, they have now become veterans (experienced in flexible work) (Li, Ghosh, and Nachmias 2020) with a desire to maintain a flexible working pattern post pandemic. Interestingly, working remotely for a long time has created several work habits that many professionals are not willing to give up easily. We all know that remote working reduces distractions and commute times, thus providing greater flexibility to employees. For some others, remote working has helped satisfy personal lifestyle goals by relocating to more affordable locations. For others, flexible working offers a more productive pattern of work. ONS (2022) highlighted that half of HUMAN RESOURCE DEVELOPMENT INTERNATIONAL 2022, VOL. 25, NO.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"501 - 505"},"PeriodicalIF":6.3,"publicationDate":"2022-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45541742","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}