HUMAN RESOURCE DEVELOPMENT INTERNATIONAL最新文献_第9页

Perceptions of transfer of training: interaction of a continuous learning culture with network diversity, network strength, and network size 培训迁移的感知:持续学习文化与网络多样性、网络强度和网络规模的相互作用

IF 6.3

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-04-21 DOI: 10.1080/13678868.2022.2060166

M. Wagstaff, Ernesto Gore, Giacomo Laffranchini, María Laura García, Michelle Ruiz

{"title":"Perceptions of transfer of training: interaction of a continuous learning culture with network diversity, network strength, and network size","authors":"M. Wagstaff, Ernesto Gore, Giacomo Laffranchini, María Laura García, Michelle Ruiz","doi":"10.1080/13678868.2022.2060166","DOIUrl":"https://doi.org/10.1080/13678868.2022.2060166","url":null,"abstract":"ABSTRACT We theorize how a continuous learning culture relates to perceptions of transfer of training moderated by network size, network diversity, and network strength. We collected data from a group of professional analysts from a multinational organization. Results reveal that both network size and network diversity interacting with a continuous learning culture measured by both competitiveness and organizational support explain a significant proportion of variance in perceptions of transfer of training. As expected, large network size along with high competitiveness and high organizational support are associated with an increase in perceptions of transfer of training. In addition, high network diversity along with high competitiveness and high organizational support are associated with an increase in perceptions of transfer of training. However, and contrary to expectations, we also found that perceptions of transfer of training were highest with high network diversity, high competitiveness, and low organizational support. High network diversity appears to reduce the need for organizational support in relation to perceptions of transfer of training with a sample of employees from around the world.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"578 - 599"},"PeriodicalIF":6.3,"publicationDate":"2022-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49161608","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}

引用次数: 1

Collective achievement, cohesive support, complementary expertise: 3Cs emergent model for shared leadership 集体成就、凝聚力支持、互补专业知识：3C共享领导力的新兴模式

IF 6.3

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-04-18 DOI: 10.1080/13678868.2022.2065442

Congbao Xu, Liang Zhao

{"title":"Collective achievement, cohesive support, complementary expertise: 3Cs emergent model for shared leadership","authors":"Congbao Xu, Liang Zhao","doi":"10.1080/13678868.2022.2065442","DOIUrl":"https://doi.org/10.1080/13678868.2022.2065442","url":null,"abstract":"ABSTRACT Society is asking for a shared leadership approach to deal with diverse, complex, and dynamic situations. Existing studies on shared leadership, however, lack clear theoretical analysis and/or sufficient empirical evidence. To fill this research gap, this article first clarifies conceptual ambiguities regarding shared leadership. Second, inspired by social exchange theory (SET) and emergence theory on team cooperation, it proposes a novel model, 3Cs, to characterize shared leadership through three dimensions: collective achievement leadership, cohesive support leadership, and complementary expertise leadership. This model explains how macro-level shared leadership phenomenon emerges through micro individual behaviours, and is compatible with but more concrete and comprehensive than the current understanding of shared leadership in either a composition form (i.e., team members perform homogeneous leadership behaviours) or a compilation form (i.e., team members perform heterogeneous leadership behaviours). A mixed-methods approach combining a qualitative study on 12 international graduate students in a leadership programme and a quantitative study on 86 leaders and 370 team members from Chinese enterprises was conducted to confirm the validity of the proposed model. This model provides human resource development (HRD) professionals with a comprehensively practical approach regarding how to develop shared leadership.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"175 - 200"},"PeriodicalIF":6.3,"publicationDate":"2022-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49152682","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}

引用次数: 0

The impact of local culture on adult learning transfer: implications for human resources professionals 地方文化对成人学习迁移的影响：对人力资源专业人员的启示

IF 6.3

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-04-18 DOI: 10.1080/13678868.2022.2065444

Corinne Brion

{"title":"The impact of local culture on adult learning transfer: implications for human resources professionals","authors":"Corinne Brion","doi":"10.1080/13678868.2022.2065444","DOIUrl":"https://doi.org/10.1080/13678868.2022.2065444","url":null,"abstract":"ABSTRACT The goal of professional learning is to be able to use and apply the newly acquired knowledge and skills to the workplace. Although learning transfer has been studied in management, human resource development, training, adult learning, and psychology, to date there are a limited number of empirical field studies. There are also few learning transfer models that consider local cultures as a factor impacting the transfer process. Recent learning transfer models have outlined the importance of organizational culture, but none have outlined the central influence of local cultures on learning. Given that adult learning is a social endeavour that is influenced by cultural factors, local cultures affect how adults learn and whether they apply the new knowledge to their workplaces. In this paper, I share a Multidimensional Model of Learning Transfer that is grounded in culture. In today’s global economy, people regularly work across nations and local cultures. As a result, it is essential that human resources administrators understand the role local culture plays on the entire learning transfer process, from pretraining to follow-up, if they aspire to obtain a return on their financial, time, and human investments.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"331 - 340"},"PeriodicalIF":6.3,"publicationDate":"2022-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45929755","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}

引用次数: 1

Learning from leaders: the mediating role of leadership between national culture and organizational learning culture

IF 6.3

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-04-10 DOI: 10.1080/13678868.2022.2060167

Timo Kortsch, Victoria Bashenkhaeva, S. Kauffeld

引用次数: 3

An informed discussion on the impact of COVID-19 and ‘enforced’ remote working on employee engagement 就COVID-19和“强制”远程工作对员工敬业度的影响进行了知情讨论

IF 6.3

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-03-15 DOI: 10.1080/13678868.2022.2048605

S. Pass, M. Ridgway

{"title":"An informed discussion on the impact of COVID-19 and ‘enforced’ remote working on employee engagement","authors":"S. Pass, M. Ridgway","doi":"10.1080/13678868.2022.2048605","DOIUrl":"https://doi.org/10.1080/13678868.2022.2048605","url":null,"abstract":"ABSTRACT COVID-19 has impacted the world at an unimaginable level. National lockdowns were ordered to reduce the virus' spread, resulting in enforced remote working for non-essential workers. Initially considered a short-term situation, working remotely remains the norm for many. While many organizations are keen for the workforce to return to the office, others consider the benefits of remote, or hybrid, working. With remote working becoming the ‘new normal’ it is vital to consider its impact on employee engagement and the role of HRD in ensuring employees and managers have the skills, knowledge and abilities to engage with the organization, teams and each other. The constant threat of future variants (and other economic and political pressures) means we must learn from our experiences and embed these lessons. We explore these unprecedented changes in employee engagement through an informed discussion by reviewing academic and practitioner literature. Consequently, we offer three propositions reflective of the pandemic and ‘enforced’ remote working. First, include employees in discussions about the organization’s future purpose, with a renewed focus on skills realigned to enhance resilience. Secondly, toffer customized practices that focus on flexibility and inclusivity. Finally, increase employees' autonomy to allow accountablity for their engagement.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"254 - 270"},"PeriodicalIF":6.3,"publicationDate":"2022-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46237590","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}

引用次数: 21

Remote working: unprecedented increase and a developing research agenda 远程工作:前所未有的增长和发展中的研究议程

IF 6.3

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-03-15 DOI: 10.1080/13678868.2022.2049108

J. Gifford

{"title":"Remote working: unprecedented increase and a developing research agenda","authors":"J. Gifford","doi":"10.1080/13678868.2022.2049108","DOIUrl":"https://doi.org/10.1080/13678868.2022.2049108","url":null,"abstract":"ABSTRACT As we start to move beyond or acclimatise to COVID-19, a rise in remote working looks set to be the change in work practices most likely to stick long term. Specifically, a long-term growth in hybrid working seems inevitable. Pre-pandemic, work technology had already advanced considerably to enable remote working, but the lockdowns demonstrated that it is eminently feasible in many more jobs than previously thought and the demand from employees appears to have strengthened substantially. As a fundamental shift in how we work, there are implications for core HRD topics, including learning and development, organisational productivity, workload, effective communications and relationships, and people management capability. This special edition contributes to an important growing research agenda on remote and hybrid working, investigating its relationships with employee wellbeing and work-life balance; leader-member exchange (LMX); knowledge exchange; workforce inclusion; learning effectiveness; sustainable career development; and employee voice and choice in informing work practices. Video Abstract Read the transcript Watch the video on Vimeo © 2022 Informa UK Limited, trading as Taylor & Francis Group","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"105 - 113"},"PeriodicalIF":6.3,"publicationDate":"2022-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47431150","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}

引用次数: 26

South Africa’s public higher education institutions, university research outputs, and contribution to national human capital 南非公立高等教育机构、大学研究成果以及对国家人力资本的贡献

IF 6.3

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-03-14 DOI: 10.1080/13678868.2022.2047147

M. Sebola

{"title":"South Africa’s public higher education institutions, university research outputs, and contribution to national human capital","authors":"M. Sebola","doi":"10.1080/13678868.2022.2047147","DOIUrl":"https://doi.org/10.1080/13678868.2022.2047147","url":null,"abstract":"ABSTRACT This paper uses essentialism and human capital theory to argue that South Africa’s public universities are expected to contribute towards the production of national human capital and development. It also uses research output performance, academic staffing profile, and knowledge contributions to critical scientific fields such as mathematics and engineering to demonstrate that South Africa’s public universities have made negligible progress over the past 15 years. The paper deduces that these public universities have not made noticeable inputs to the national human capital development in the specific scientific fields, which the national labour market and economy needs. Instead, South Africa’s public universities’ relatively greater contribution has continued to be in social sciences and humanities when national development required chartered accountants, medical doctors, and engineers. The paper makes a conclusion that all these failures are explicable through the politics that have infiltrated the leadership of South Africa’s public higher education sector and the visionary deficits. As a recommendation, the paper notes that remedial measures can only start with the extrication of the public higher education sector from the ruling party and government politicking, which would allow university leadership the necessary ‘academic freedom’ to ensure that these institutions focus on the essentialist approaches.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"217 - 231"},"PeriodicalIF":6.3,"publicationDate":"2022-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42475020","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}

引用次数: 3

Remote work and work-life balance: Lessons learned from the covid-19 pandemic and suggestions for HRD practitioners 远程工作和工作与生活的平衡：从新冠肺炎大流行中吸取的教训和对人力资源开发从业者的建议

IF 6.3

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-03-10 DOI: 10.1080/13678868.2022.2047380

M. Shirmohammadi, Wee Chan Au, Mina Beigi

{"title":"Remote work and work-life balance: Lessons learned from the covid-19 pandemic and suggestions for HRD practitioners","authors":"M. Shirmohammadi, Wee Chan Au, Mina Beigi","doi":"10.1080/13678868.2022.2047380","DOIUrl":"https://doi.org/10.1080/13678868.2022.2047380","url":null,"abstract":"ABSTRACT Popular representations of remote work often depict it as a flexible, technologically feasible, and family-friendly work arrangement. Have the images of remote working as a desirable work arrangement been challenged by the COVID-19 pandemic? What have we learned from the widespread involuntary remote work imposed on many employees during this time? To answer these questions, we analysed 40 recent empirical studies that examined work-life balance while working from home during the pandemic. Our analysis was informed by the person-environment fit theory and complemented by literature reviews on remote work conducted prior to the pandemic. We found four themes representing misfits between desirable expectations and the undesirable realities of remote work: (1) flextime vs. work intensity, (2) flexplace vs. space limitation, (3) technologically-feasible work arrangementvs. technostress and isolation, and (4) family-friendly work arrangement vs. housework and care intensity. We highlight the important role HRD practitioners can play in assisting employees to achieve a fit between their expectations and experiences of remote work.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"163 - 181"},"PeriodicalIF":6.3,"publicationDate":"2022-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41989628","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}

引用次数: 57

Connecting and relating in Brazil: implications of remote work 巴西的联系和关联:远程工作的影响

IF 6.3

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-03-09 DOI: 10.1080/13678868.2022.2048435

C. Waight, Tania Nery Kjerfve, Amanda Kite, Brittany Smith

{"title":"Connecting and relating in Brazil: implications of remote work","authors":"C. Waight, Tania Nery Kjerfve, Amanda Kite, Brittany Smith","doi":"10.1080/13678868.2022.2048435","DOIUrl":"https://doi.org/10.1080/13678868.2022.2048435","url":null,"abstract":"ABSTRACT COVID-19 triggered a monumental shift to remote work. The challenge of connecting and relating among knowledge employees emerged globally, and research about remote work in this unique circumstance surged. However, we know more about the impact of remote work on knowledge employees in low-context cultures than in high-context. Given that Brazil is high context, we explored how remote work impacted relating and connecting among knowledge employees in Brazil. First, employees lost the informality of work-life; instead of informal, fluid communication and collaboration, participants had to book appointments and schedule time to discuss simple issues. Second, good-humoured behaviours diminished, implicating connectedness. Third, non-verbal communication ceased, and employees lost facial expressions, eye contact, and other prevalent signs necessary for context. Fourth, the loss of unstructured exchange of experiences and ideas lessened tacit knowledge sharing. Fifth, workspace inequalities emerged as the employees’ homes were unequipped for remote work. Lastly, the most significant win was work-life balance. Therefore, remote work in high-context cultures is not without peril; culture and socioeconomics underline remote work’s self-generating, self-organizing mechanisms. Thus, corporate leaders and human resource professionals should address remote work as a layered phenomenon and, carefully, with employees, co-construct the notion of connecting and relating.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"231 - 253"},"PeriodicalIF":6.3,"publicationDate":"2022-03-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42058521","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}

引用次数: 4

Business-techno [IT] consultants: A critical assessment of the digital future talent and learning needs 商业技术[IT]顾问:对数字未来人才和学习需求的关键评估

IF 6.3

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL Pub Date : 2022-03-09 DOI: 10.1080/13678868.2022.2050132

Hory Sankar Mukerjee, S. Acharya, Venkat Stl, Vinit Ghosh

引用次数: 2