Human Resource Development Quarterly最新文献_第6页

Exploring individuals' workplace spirituality in the context of their work teams: A qualitative multi-case, multi-team study 在工作团队的背景下探索个人的工作场所精神:一项多案例、多团队的定性研究

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2023-03-24 DOI: 10.1002/hrdq.21499

Nandini (Nan) Oza McClurg Ph.D., Andrea D. Ellinger Ph.D., Rochell McWhorter Ph.D., AAhad Osman-Gani Ph.D.

{"title":"Exploring individuals' workplace spirituality in the context of their work teams: A qualitative multi-case, multi-team study","authors":"Nandini (Nan) Oza McClurg Ph.D., Andrea D. Ellinger Ph.D., Rochell McWhorter Ph.D., AAhad Osman-Gani Ph.D.","doi":"10.1002/hrdq.21499","DOIUrl":"10.1002/hrdq.21499","url":null,"abstract":"Spirituality has been associated with a person's desire to perform meaningful work and to feel connected with the community that is being served through this work. Since most adults spend a large amount of their productive hours at work pursuing meaning and purpose in their jobs, the concept of workplace spirituality (WS) has gained considerable attention. The nature of work has also increasingly shifted to the use of teams of expert talent to solve complex problems, thus calls for further research on team member behaviors that effect team productivity and team member motivation have been made. With the prevalence of work teams, a better understanding of individuals' WS in work teams is needed, yet, limited empirical research has been conducted on this topic. Therefore, the purpose of this study was to better understand how individuals express and experience WS within their work teams and how their WS influences their work teams. A qualitative multi-case, multi-team design was employed using face-to-face, semi-structured individual interviews, collective work team interviews, observations, and field notes as the primary approaches to data collection. Data analyzed in this study using thematic analysis included 19 individual team member interviews, and six collective team interviews representing a total of six teams across two organizations. The findings and contributions of this study are presented, along with a future research agenda.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"35 2","pages":"133-163"},"PeriodicalIF":3.3,"publicationDate":"2023-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41732770","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

Top 12 reasons your qualitative research will be accepted by a journal 你的定性研究将被期刊接受的12大原因

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2023-03-14 DOI: 10.1002/hrdq.21500

Toby Egan PhD, Melika Shirmohammadi PhD, Sewon Kim PhD, Mesut Akdere PhD

引用次数: 0

Information for Contributors 供参与者使用的信息

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

引用次数: 0

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

引用次数: 0

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}

引用次数: 0

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

引用次数: 0