Human Resource Development Quarterly最新文献

{"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, Toby Egan","doi":"10.1002/hrdq.21543","DOIUrl":"10.1002/hrdq.21543","url":null,"abstract":"<p>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 & Kim, <span>2024</span>). 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.</p><p>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.</p><p>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., <span>2022</span>).</p><p>Following the first invited editorial on HRDQ's origins (Swanson, <span>2024</span>), 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.</p><p>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":"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}

{"title":"Exploring the combination of individual and organizational–environmental factors in the expression of radical and incremental creativity","authors":"Suk Jung, Ah Jeong Hong","doi":"10.1002/hrdq.21531","DOIUrl":"https://doi.org/10.1002/hrdq.21531","url":null,"abstract":"Innovative products and services are key factors in corporate competitiveness, and the expression “employee creativity” is the top priority factor in leading corporate innovation. This study aims to investigate the differences between the predictive variables for the expression of radical and incremental creativity and the combinations of the predictive variables, which aid in the expression of two types of creativity. A research survey was conducted with 600 employees working in newspaper, broadcasting, and film businesses. The results were derived by conducting a fuzzy‐set qualitative comparative analysis (fs/QCA) on 513 useful samples. Using necessity and sufficiency analysis of a fs/QCA, the results indicate that the three personal factors—job expertise, creative process engagement, and work engagement—are commonly required for two types of creativity. Conversely, organizational–environmental factors, a risk‐taking climate, and external networking behavior are only predictive variables of radical creativity. This study's results provide insights regarding the personal and environmental resources that employees must secure to express radical and incremental creativity. Because a clear difference was found in the factors required for the expression of the two types of creativity, based on the results of this study, Human Resource Development(HRD) can devise an effective method to support the expression of the two types of differential creativity.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"22 1","pages":""},"PeriodicalIF":3.3,"publicationDate":"2024-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140934173","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":"Organizational socialization strategies and newcomers' identity development: A social identity perspective","authors":"Nadeem Ahmed Awan, Muhammad Abbas","doi":"10.1002/hrdq.21527","DOIUrl":"https://doi.org/10.1002/hrdq.21527","url":null,"abstract":"Based on social identity theory, the current study investigated the effects of organizational socialization strategies on newcomers' team identity and organizational identity. The study also examined the mediating role of perceived social validation and the moderating role of person‐group fit. Using a time‐lagged (three‐wave) field survey, data were collected from 350 newcomers working in numerous organizations. The findings suggested that organizational socialization of newcomers was positively related to their perceived social validation (2 months later), which in turn was positively related to team identity and organizational identity (4 months later). Moreover, person‐group fit significantly moderated the relationship of social validation with team identity, such that the relationship was stronger when person‐group fit was high. The findings indicate that team identity and organizational identity can be developed among newcomers through the use of effective socialization strategies and social validation.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"101 1","pages":""},"PeriodicalIF":3.3,"publicationDate":"2024-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140628422","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":"Negative learning emotions and learning goal orientation in teams: HRD implications","authors":"Kuang‐Jung Chen, Chieh‐Peng Lin, Na‐Ting Liu, Pei‐Chun Chen","doi":"10.1002/hrdq.21526","DOIUrl":"https://doi.org/10.1002/hrdq.21526","url":null,"abstract":"Utilizing insights from team regulation theory and social cognitive theory, this research conducted empirical testing through a field survey involving engineering teams. This research is significant as it inspires teams to effectively harness their learning capacity, thereby enhancing collective motivation for future success. The results showed (1) collective learning efficacy mediated the negative relationship between negative learning emotions and team performance, (2) collective learning efficacy mediated the positive relationship between learning goal orientation and team performance, and (3) relationship conflict moderated the relationship between negative learning emotions and collective learning efficacy. Team leaders can employ strategies to reignite team workers' enthusiasm for enhancing learning goal orientation and to redirect their focus away from negative emotional states. These efforts can lead to enhanced collective learning efficacy and overall performance.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"30 1","pages":""},"PeriodicalIF":3.3,"publicationDate":"2024-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140628742","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":"Developmental human resource and exploitative leadership interact to influence Employees' creative idea championing and application","authors":"Jie Huang,&nbsp;Yali Li,&nbsp;Chunyong Tang","doi":"10.1002/hrdq.21525","DOIUrl":"10.1002/hrdq.21525","url":null,"abstract":"<p>Based on the human resource development (HRD) literature, this study considers HR system and leadership together, focusing on how to promote employees to champion and apply creative ideas. Based on multi-wave and multilevel field survey data of 252 Chinese employees nested in 42 groups, Study 1 found that developmental HR and exploitative leadership interact to influence creative idea championing and application via reciprocated obligation. The positive effects of developmental HR on creative idea championing and application were stronger and significant when exploitative leadership was lower (vs. higher), and reciprocated obligation mediated these effects. Study 2 replicated these findings with a scenario experimental design utilizing a sample of 186 MBA students from different companies. Our findings remind supervisors that they should not use exploitative leadership as it will reduce the positive effects of developmental HR, providing unique insights into HRD theory and practice.</p>","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 3","pages":"273-298"},"PeriodicalIF":4.0,"publicationDate":"2024-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140709190","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":"Origins of the human resource development quarterly","authors":"Richard A. Swanson","doi":"10.1002/hrdq.21524","DOIUrl":"https://doi.org/10.1002/hrdq.21524","url":null,"abstract":"","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 1","pages":"9-13"},"PeriodicalIF":3.3,"publicationDate":"2024-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140164384","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":"Information for Contributors","authors":"","doi":"10.1002/hrdq.21477","DOIUrl":"https://doi.org/10.1002/hrdq.21477","url":null,"abstract":"","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 1","pages":"109-114"},"PeriodicalIF":3.3,"publicationDate":"2024-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21477","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140164302","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}