Human Resource Development Quarterly最新文献

{"title":"The coaching flipside: Factors underlying unsuccessful workplace coaching interventions and the implication for human resource development","authors":"Frederik Kruger,&nbsp;Nicky H. D. Terblanche","doi":"10.1002/hrdq.21548","DOIUrl":"10.1002/hrdq.21548","url":null,"abstract":"<p>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.</p>","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"36 2","pages":"175-191"},"PeriodicalIF":4.0,"publicationDate":"2024-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21548","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":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The role of human agency in nurses' hopeful career state","authors":"Issa Al Balushi,&nbsp;Hyung Joon Yoon,&nbsp;Tatum Risch","doi":"10.1002/hrdq.21545","DOIUrl":"10.1002/hrdq.21545","url":null,"abstract":"<p>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.</p>","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"36 2","pages":"193-224"},"PeriodicalIF":4.0,"publicationDate":"2024-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21545","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":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Information for Contributors","authors":"","doi":"10.1002/hrdq.21479","DOIUrl":"https://doi.org/10.1002/hrdq.21479","url":null,"abstract":"","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 2","pages":"235-240"},"PeriodicalIF":3.3,"publicationDate":"2024-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21479","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141424809","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Conducting engaged human resource development scholarship with a detached mindset","authors":"Baiyin Yang","doi":"10.1002/hrdq.21541","DOIUrl":"10.1002/hrdq.21541","url":null,"abstract":"","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 2","pages":"129-131"},"PeriodicalIF":3.3,"publicationDate":"2024-06-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141267696","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}

{"title":"What a difference 35 years make","authors":"Gary N. McLean","doi":"10.1002/hrdq.21542","DOIUrl":"10.1002/hrdq.21542","url":null,"abstract":"","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 2","pages":"125-127"},"PeriodicalIF":3.3,"publicationDate":"2024-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141190244","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}

{"title":"From foundations to frontiers: 35 years of human resource development at HRDQ","authors":"Sewon Kim,&nbsp;Toby Egan","doi":"10.1002/hrdq.21543","DOIUrl":"10.1002/hrdq.21543","url":null,"abstract":"&lt;p&gt;HRDQ continues to celebrate its 35th anniversary. Originating from partnerships with the Association for Talent Development (ATD, formerly ASTD), the journal has progressively grown and strategically established itself in human resource development (HRD). Its interdisciplinary nature has brought together relevant research fields such as economics, management, education, sociology, psychology, and technology (Egan &amp; Kim, &lt;span&gt;2024&lt;/span&gt;). The HRDQ Editorial Team now hosts a diverse array of content and methodological expertise from HRD, management, industrial organizational psychology, public administration, and advanced quantitative and qualitative methodologies.&lt;/p&gt;&lt;p&gt;As the journal has earned growing recognition in social science research (Clarivate SSCI/ISI), the number of submissions has steadily increased. Recently, we further enhanced and diversified our editorial team, striving for research excellence and impactful practices. Randall S. Davis, Taha Hameduddin, and Taehee Kim have newly been added to our Editorial Team, bringing strong quantitative expertise and in-depth knowledge of the international, public, and non-profit sectors. These new additions join our Associate Editor Team including Kate Black, Julia Fulmore, Caleb Seung-hyun Han, Sunghoon Kim, Kibum Kwon, Philseok Lee, John Mendy, Melika Shirmohammadi, Jian-Min (James) Sun, Pattanee Susomrith, and Zhen Wang.&lt;/p&gt;&lt;p&gt;HRDQ will continue to publish relevant topical research on “employee training, talent management, team development, management and leadership, knowledge management, organizational learning, organization development and change, strategic planning, performance management, feedback, motivation, HRD analytics, careers and global work, critical theory, virtual workplace, the future of work and learning, intersectionality, indigenous perspectives, participatory inquiry, human-technology intersections, etc.” (Kim et al., &lt;span&gt;2022&lt;/span&gt;).&lt;/p&gt;&lt;p&gt;Following the first invited editorial on HRDQ's origins (Swanson, &lt;span&gt;2024&lt;/span&gt;), this summer issue presents two additional invited editorial articles showcasing perspectives from the Editors-in-Chief across the journal's history. Gary McLean, HRDQ's second Editor-in-Chief, provides his reflections on the emergence of HRD scholarship and practice. The article, by former editor Baiyin Yang, advocates for HRD scholars to actively apply engaged scholarship, ensuring research is both academically rigorous and practically relevant. It discusses the tension between deeply engaging in the real world while maintaining the detached perspective necessary for objective, unbiased research, and suggests a dialectical approach given the complexity of the world.&lt;/p&gt;&lt;p&gt;The current issue contains four research articles. The first article examines workplace spirituality within the context of teams. Utilizing multi-case and multi-team analyses, Nandini McClurg and colleagues explore how individuals' spirituality is expressed at work and ho","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 2","pages":"121-123"},"PeriodicalIF":3.3,"publicationDate":"2024-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141190255","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}

{"title":"Transformational leadership and follower performance: Relational and motivational bases of leader behaviors","authors":"Eser Erdurmazli PhD","doi":"10.1002/hrdq.21532","DOIUrl":"10.1002/hrdq.21532","url":null,"abstract":"<p>Based on criticisms and recommendations in the literature made particularly in the last decade, this study focuses on the basic assumptions of transformational leadership (TL) theory such as “follower transformation,” “conceptual differences between the sub-dimensions of TL” and “performance beyond expectations.” In this regard, it hypothesizes that while individualized consideration and idealized influence sub-dimensions of TL affect followers' perceptions about the quality of their relationships with their leaders, the inspirational motivation and intellectual stimulation sub-dimensions are mostly motivational (i.e., person-organization fit and self-efficacy), and that these sub-dimensions enhance follower performance (i.e., organizational citizenship behaviors and task performance) through these specified mechanisms. It also hypothesizes that the quality of leader-member exchanges moderates the influences of the motivational aspects of TL on follower performance. These hypotheses were tested and confirmed by analyzing the data from 222 leader–follower pairs from the private security sector. Theoretical and practical implications of the findings are discussed and suggestions for future research are provided. This article hopes to motivate future studies to clarify the TL theory and to further support its development.</p>","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"36 2","pages":"129-154"},"PeriodicalIF":4.0,"publicationDate":"2024-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141122440","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}

{"title":"Working from home: When is it too much of a good thing?","authors":"Cort W. Rudolph,&nbsp;Hannes Zacher","doi":"10.1002/hrdq.21530","DOIUrl":"10.1002/hrdq.21530","url":null,"abstract":"<p>Based on an integration of meta-theoretical perspectives on the “too much of a good thing” effect with psychological demands and resources theories, we propose and test nonlinear relations between the percentage of time people work from home and a variety of important work-related outcomes (i.e., professional isolation, work from home satisfaction, work from home self-efficacy, work performance, job satisfaction). Then, also based on resource theories, we explore whether and how certain work from home resources (i.e., previous experience working from home, appropriate technologies to facilitate working from home, dedicated workspaces) buffer these nonlinear relations. Data on working from home were provided by <i>n =</i> 994 employees in Germany across 32 monthly measurement waves between April 2020 and December 2022. Our results support the general idea that the percentage of time people work from home has nonlinear associations with a variety of important work-related outcomes. However, only in a few cases (i.e., work performance, job satisfaction) do these relations take the form of inverse U-shapes that would be indicative of “too much of a good thing.” Our exploratory analysis suggests that, in several cases, work from home resources can buffer these nonlinear associations. These findings have implications for the continued development of meta-theoretical perspectives on “too much of a good thing” and for employees' and organizations' attempts to make working from home a positive and productive experience.</p>","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"36 1","pages":"9-47"},"PeriodicalIF":4.0,"publicationDate":"2024-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140976274","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}

{"title":"Individual differences in learning agility at work: A mixed methods study to develop and validate a new scale","authors":"Roberta Milani,&nbsp;Valentina Sommovigo,&nbsp;Luca Ghirotto,&nbsp;Ilaria Setti","doi":"10.1002/hrdq.21528","DOIUrl":"10.1002/hrdq.21528","url":null,"abstract":"<p>The unprecedented complexity of today's business and working environment increases the need for leaders and employees to learn new skills, be adaptable, and open to embracing change. New abilities and mindsets emerge, and their evaluation is challenging. This research utilized an <i>exploratory sequential mixed methods</i> design to develop and provide a preliminary validation of a scale measuring individual differences in learning agility (LA) at work. The measure has been tested in Central-Eastern European countries, Italy, and Egypt. Results showed satisfactory reliability and nomological validity. The final scale of 11 items provides HRD researchers and practitioners with a reliable and concise tool suitable for investigating individual differences in LA across different job roles and positions. The scale has been tested in a cross-cultural setting and is available in English, making it especially appropriate for multinational contexts.</p>","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 4","pages":"455-475"},"PeriodicalIF":4.0,"publicationDate":"2024-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140972479","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}

{"title":"Motivating learning goal orientation and job performance: Leadership training and development","authors":"Chieh-Peng Lin,&nbsp;Yan-Lin Li","doi":"10.1002/hrdq.21529","DOIUrl":"10.1002/hrdq.21529","url":null,"abstract":"<p>Drawing upon role identity theory and human capital theory, this study explored the role of paternalistic leadership in terms of job performance. Empirical analyses were performed based on a field investigation involving agents from three large insurance companies in Taiwan. The analyses first showed that benevolent leadership indirectly influenced job performance only through strategy role commitment, while authoritarian, benevolent, and moral leadership indirectly influenced job performance through affective dependence. Second, strategy role commitment influenced job performance directly and indirectly through learning goal orientation, whereas affective dependence influenced job performance indirectly only through learning goal orientation. Third, management position positively moderated the positive effects of strategy role commitment on both learning goal orientation and job performance. Last, theoretical and practical implications were discussed based on the results.</p>","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 4","pages":"409-429"},"PeriodicalIF":4.0,"publicationDate":"2024-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140985176","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}