Human Resource Development Quarterly最新文献_第5页

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IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2023-03-14 DOI: 10.1002/hrdq.21440

引用次数: 0

Resistance from the margin: An autoethnographic account of academic ableism 来自边缘的抵抗:对学术残疾歧视的自我民族志描述

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2023-02-23 DOI: 10.1002/hrdq.21498

Chang-kyu Kwon PhD

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Developing women leaders: The role of women's professional organizations 培养妇女领袖：妇女专业组织的作用

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2023-02-13 DOI: 10.1002/hrdq.21496

Clarissa R. Steele, Timothy R. Moake, Michele N. Medina-Craven

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The practice of manager as coach (MAC): Unequal power relations and their effect on feelings toward the organization 管理者作为教练的实践:不平等的权力关系及其对组织情感的影响

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2023-02-04 DOI: 10.1002/hrdq.21497

Batia Ben-Hador

{"title":"The practice of manager as coach (MAC): Unequal power relations and their effect on feelings toward the organization","authors":"Batia Ben-Hador","doi":"10.1002/hrdq.21497","DOIUrl":"10.1002/hrdq.21497","url":null,"abstract":"Manager as Coach (MAC) is a concept that relates to managers who actively coach their subordinates to improve their skills, competence, and performance. The MAC practice is a popular tool for managers in organizations; however, there is a debate about the benefits gained from coaching by MACs and a theoretical gap regarding the effectiveness of this process. The purpose of this study is to examine the different perceptions of managers who coach their subordinates and subordinates coached by their managers of the coaching process and to estimate the perceived success of this process. In-depth interviews were conducted with 13 MACs and 9 coachees from various organizations in Israel. Qualitative content analysis was used to analyze and interpret the data. Basic analysis indicates that the perceptions of the MACs toward the coaching process were positive, whereas the coachees held mixed perceptions. The different perceptions point to the unequal power relations between the MACs and the coachees. In the interpretive analysis, it was found that the perceptions toward the MAC process affect coachee feelings toward the organization but not the coach's feelings. Relying on Leader-Member Exchange (LMX) theory, the MAC process will be successful only if managers significantly reduce power distances. Therefore, organizations must offer their MACs significant coaching training to decrease the negative consequences of the MAC practice and to diminish the power distance between MAC and coachee.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 1","pages":"67-88"},"PeriodicalIF":3.3,"publicationDate":"2023-02-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21497","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45389770","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}

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Why do employees welcome or refuse shared leadership?: A qualitative exploration through force-field analysis 为什么员工欢迎或拒绝共同领导？通过力场分析进行定性探索

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2023-01-25 DOI: 10.1002/hrdq.21495

Soo Jeoung Han, Jeong-Ha Yim, Jihye Oh, Kibum Kwon, Joonghak Lee

引用次数: 0

Personality and contextual predictors of career advancement procrastination: An application of the social cognitive model of career self-management 职业发展拖延症的个性和情境预测因素：职业自我管理社会认知模型的应用

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2023-01-10 DOI: 10.1002/hrdq.21494

Lin Zhu, Tracy D. Hecht, Alexandru M. Lefter, Kathleen Boies

{"title":"Personality and contextual predictors of career advancement procrastination: An application of the social cognitive model of career self-management","authors":"Lin Zhu, Tracy D. Hecht, Alexandru M. Lefter, Kathleen Boies","doi":"10.1002/hrdq.21494","DOIUrl":"10.1002/hrdq.21494","url":null,"abstract":"This research explored procrastination in the context of career self-management, a construct that we refer to as career advancement procrastination (CAP). Drawing on the career self-management model extension of social cognitive career theory, we hypothesized that personality traits (i.e., trait passive procrastination and trait active procrastination) and contextual factors (i.e., career resources and career barriers) have effects on passive CAP and active CAP via career self-efficacy. Hypotheses were tested on a sample of employed Canadians in a two-wave study (N = 201). As predicted, we found that trait passive procrastination was positively related to passive CAP, trait active procrastination was positively related to active CAP, and career barriers were related to both passive CAP and active CAP. We also found positive indirect effects of trait passive procrastination and career barriers, and negative indirect effects of career resources, on both passive CAP and active CAP via career self-efficacy. Taken together, these findings suggest that companies can decrease CAP by helping employees curb their dispositional procrastination tendencies, as well as by reducing career barriers and increasing career resources, all of which should also aid in increasing employees' career self-efficacy.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 1","pages":"15-39"},"PeriodicalIF":3.3,"publicationDate":"2023-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47020574","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

Effective personal development plans contextualized: The role of the autonomy-supportive people manager in sustaining employees' self-directed learning 情境化的有效个人发展计划:支持员工自主学习的管理者在维持员工自主学习中的作用

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2022-12-08 DOI: 10.1002/hrdq.21492

Christophe Lejeune, Simon Beausaert, Isabel Raemdonck

引用次数: 0

Measures of climate for inclusion and diversity: Review and summary 促进包容和多样性的气候措施:审查和总结

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2022-12-02 DOI: 10.1002/hrdq.21493

Sohee Park, Sunyoung Park, Jessica Shryack

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Information for Contributors 投稿人资讯

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2022-12-01 DOI: 10.1002/hrdq.21403

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Coaching during a crisis: Organizational coaches' praxis adaptation during the initial stages of the Covid-19 pandemic 危机期间的指导:组织教练在Covid-19大流行初始阶段的实践适应

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2022-11-30 DOI: 10.1002/hrdq.21490

Nicky H. D. Terblanche

{"title":"Coaching during a crisis: Organizational coaches' praxis adaptation during the initial stages of the Covid-19 pandemic","authors":"Nicky H. D. Terblanche","doi":"10.1002/hrdq.21490","DOIUrl":"10.1002/hrdq.21490","url":null,"abstract":"The chaotic initial stages of the Covid-19 pandemic severely challenged organizations. Economies shut down and millions of people were confined to their homes. Human resource practitioners turned to organizational coaching, a trusted human resource development intervention for help, however, to remain relevant during the crisis coaches had to adapt their praxis. The working alliance describes the mutual bond, goal, and task alignment between coach and client and is an indication of coaching efficacy. This study investigates to what extent organizational coaches' praxis adaptation at the start of the pandemic maintained a working alliance that still served the human resource development (HRD) paradigms of learning, performance, and meaningful work. Interviews with 26 organizational coaches from USA, UK, Australia, and South Africa recorded during the first general lockdown (April 2020) were inductively analyzed using thematic analysis and deductively interpreted through the working alliance theory and desired HRD outcome paradigms. Findings reveal seven organizational coaching praxis adaptations judged to support all three working alliance components, with “task” and “goal” more prominent than “bond,” suggesting a pragmatist preference reminiscent of crisis management. Praxis adaptation also seems to promote all three HRD paradigms of learning, performance, and meaningful work on individual and/or organizational levels. This study strengthens the already well-established link between HRD and coaching by positing that coaching is a dynamic, pragmatic, self-adaptive intervention that supports HRD during a crisis. Understanding coaches' praxis adaptation during the volatile initial stages of a crisis is important for HRD theory and practice given HRDs increasing reliance on coaching.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"34 3","pages":"309-328"},"PeriodicalIF":3.3,"publicationDate":"2022-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9877817/pdf/HRDQ-9999-0.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10646857","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}

引用次数: 0