Human Resource Development Quarterly最新文献

Information for Contributors 投稿须知

IF 4 3区管理学

Human Resource Development Quarterly Pub Date : 2024-09-12 DOI: 10.1002/hrdq.21481

引用次数: 0

A reflective provocation on generativity and human resource development 对生成性和人力资源开发的反思性启发

IF 4 3区管理学

Human Resource Development Quarterly Pub Date : 2024-09-02 DOI: 10.1002/hrdq.21550

Jon M. Werner, Andrea D. Ellinger, Valerie Anderson, Kim Nimon

引用次数: 0

Bridging human resource development processes through generative Artificial Intelligence 通过生成式人工智能衔接人力资源开发流程

IF 4 3区管理学

Human Resource Development Quarterly Pub Date : 2024-08-25 DOI: 10.1002/hrdq.21551

Pawel Korzynski PhD, Sewon Kim PhD, Toby Egan PhD

引用次数: 0

How remote workers manage loneliness and performance: Virtual social interaction as an alternative resource management strategy 远程工作人员如何管理孤独感和绩效：虚拟社交作为一种替代资源管理策略

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2024-08-14 DOI: 10.1002/hrdq.21547

Seonghee Cho, Sohee Kim, Sooyeol Kim, Hun Whee Lee

引用次数: 0

The coaching flipside: Factors underlying unsuccessful workplace coaching interventions and the implication for human resource development 辅导的反面：工作场所教练干预不成功的根本原因及其对人力资源开发的影响

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2024-08-08 DOI: 10.1002/hrdq.21548

Frederik Kruger, Nicky H. D. Terblanche

{"title":"The coaching flipside: Factors underlying unsuccessful workplace coaching interventions and the implication for human resource development","authors":"Frederik Kruger, Nicky H. D. Terblanche","doi":"10.1002/hrdq.21548","DOIUrl":"https://doi.org/10.1002/hrdq.21548","url":null,"abstract":"Workplace coaching is an established, proven personal development intervention relied on by human resource (HR) practitioners to improve individual growth and organizational performance. Numerous studies underscore coaching efficacy. However, in most coaching studies, there is a bias toward positive coaching experience. This points to a missed opportunity in understanding the nuances of negative coaching experiences and its effect on HR development (HRD). To address this limitation, we identified 13 instances from a sample of 357 coachees where organizational coaching was experienced as predominantly negative. Content analysis of the interviews revealed three main themes: mismatched expectations (getting off to a bad start); suboptimal relationship dynamics (lack of trust and perceived coach incompetence); and disruptive organizational influences (hidden agendas). Findings interpreted through the lens of HRD and working alliance theories reveal deep hidden dynamics of how negative coaching experiences could destroy organizational trust, amplify cultural mismatches, and affect employee career trajectories, negatively impacting several HRD objectives on both individual and organizational levels. On a theoretical level, the findings empirically underscore the need for an extend working alliance theory that includes the organization as a distinct construct in the coach–coachee dynamics, and shows the dual positive and negative leveraging effect of coaching on HRD objectives. Practically it points to the essential need for HR practitioners to be more closely and proactively involved in organizational coaching initiatives and we offer a number of practical suggestions to help HR avoid the potential detrimental long‐term negative effects of unsuccessful coaching.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141969150","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The role of human agency in nurses' hopeful career state 人的作用在护士充满希望的职业生涯中的作用

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2024-06-26 DOI: 10.1002/hrdq.21545

Issa Al Balushi, Hyung Joon Yoon, Tatum Risch

{"title":"The role of human agency in nurses' hopeful career state","authors":"Issa Al Balushi, Hyung Joon Yoon, Tatum Risch","doi":"10.1002/hrdq.21545","DOIUrl":"https://doi.org/10.1002/hrdq.21545","url":null,"abstract":"This study explores the role of human agency in shaping the hopeful career state (HCS) of nurses in Oman during the COVID‐19 pandemic. Utilizing the enhanced critical incident technique (ECIT) and integrating Albert Bandura's three modes of agency (i.e., personal, proxy, and collective), this study aimed to identify helping and hindering factors affecting Omani nurses' HCS during the pandemic, while uncovering their wishes. Sixteen nurses from Oman's public healthcare sector were interviewed. The top three helping factors were family support (81.3%), support from leaders and senior colleagues (56.3%), and multidisciplinary team collaboration (43.8%). The most frequently reported hindering factors were lack of equipment, supplies, and infrastructure (100%), shortage of nurses (56.3%), and increased workload (50%). The top three wish‐list items included specialized hospitals for infectious diseases (62.5%), training and staff development (43.8%), and more nurses (31.3%). Through force‐field analysis, we delineated the agents and modes of agency at play, offering insights for targeted Human Resource Development (HRD) interventions. This study contributes to the HRD literature by illustrating the dynamic interplay of agency factors in crisis conditions. The findings highlight the need for HRD practitioners to develop multilevel interventions that foster personal, proxy, and collective agency to support healthcare workers' HCS during crises, providing a foundation for future strategies in healthcare and beyond.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2024-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141508791","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Information for Contributors 投稿须知

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2024-06-17 DOI: 10.1002/hrdq.21479

引用次数: 0

Meeting new expertise needs throughout careers: A group model building approach in the field of HR/D 在整个职业生涯中满足新的专业知识需求：人力资源/发展领域的小组模式建设方法

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2024-06-05 DOI: 10.1002/hrdq.21544

Lonneke S. Frie, H. Korzilius, Sjoerd Dobbinga, B. I. van der Heijden, Ellen Sjoer

{"title":"Meeting new expertise needs throughout careers: A group model building approach in the field of HR/D","authors":"Lonneke S. Frie, H. Korzilius, Sjoerd Dobbinga, B. I. van der Heijden, Ellen Sjoer","doi":"10.1002/hrdq.21544","DOIUrl":"https://doi.org/10.1002/hrdq.21544","url":null,"abstract":"Organizational and societal transitions require workers to upskill and reskill their expertise within and across the boundaries of their current domain(s). This may also require them to materialize their renewed expertise in novel settings in interaction with stakeholders who hold different expectations regarding their know‐how and contributions. To stay employable, workers need to deal with shifting expertise needs by creating beneficial outcomes for themselves and their stakeholders, as captured by the so‐called flexpertise concept. Thus far, expertise research left largely unaddressed how workers adapt through intra‐individual changes over time and social interactions in naturalistic settings in which they encounter various new expertise needs. To increase our understanding of the dynamic nature of workers' adaptation processes, we conducted a Group Model Building study with HR/D practitioners. Through this structured group facilitation method, these practitioners cocreated a dynamic process model, based upon their varied experiences in practice regarding the flexpertise phenomenon. The newly developed model portrays how workers make balanced decisions to adapt, go through loops of learning‐by‐mistakes and ‐successes, and ultimately turn their new know‐how into outcomes, with or without impact, leading to new adaptation cycles. Furthermore, the practitioners defined leverage points where HR/D practices can stimulate individual adaptivity. This GMB study may set the agenda for future expertise and employability research and provides the foundation for designing bundles of HR/D practices to foster flexpertise.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2024-06-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141381897","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Conducting engaged human resource development scholarship with a detached mindset 以超脱的心态开展参与式人力资源开发学术研究

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2024-06-04 DOI: 10.1002/hrdq.21541

Baiyin Yang

引用次数: 0

What a difference 35 years make 35 年的变化真大

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2024-05-30 DOI: 10.1002/hrdq.21542

Gary N. McLean

引用次数: 0