Human Resource Development Quarterly最新文献_第8页

And so it goes: Final thoughts as HRDQ Editor 就这样:作为HRDQ编辑的最后想法

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2021-10-27 DOI: 10.1002/hrdq.21465

Thomas G. Reio Jr.

引用次数: 0

Does age matter? Examining career commitment as a moderator in the relationship between age-related HR/D practices and subjective career success for younger versus older academic staff 年龄有关系吗?考察职业承诺在与年龄相关的人力资源/发展实践与年轻和年长学术人员主观职业成功之间的关系中的调节作用

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2021-10-18 DOI: 10.1002/hrdq.21463

Beatrice I. J. M. Van der Heijden PhD, Monique Veld, Leonie Heres

{"title":"Does age matter? Examining career commitment as a moderator in the relationship between age-related HR/D practices and subjective career success for younger versus older academic staff","authors":"Beatrice I. J. M. Van der Heijden PhD, Monique Veld, Leonie Heres","doi":"10.1002/hrdq.21463","DOIUrl":"10.1002/hrdq.21463","url":null,"abstract":"Building upon the job demands–resources framework and employing an interactionist perspective, the purpose of this scholarly work was to investigate the relationship between age-related HR/D practices (being a contextual antecedent) and career commitment (being a personal antecedent), and the interaction between these two, on the one hand, and subjective career experiences, on the other hand. Moreover, elaborating on life-span developmental theories and earlier empirical work on aging at work, this study also examined whether this relationship was moderated by age category (younger workers [<50 years] vs. their older counterparts [≥50 years]). An online self-report questionnaire with thoroughly validated measures was distributed among academic staff employees (N = 139). The results partially supported the specific study assumptions. Concrete, age-related HR/D practices add significantly to academics' subjective career success. Contradictory to our expectations, we could neither find a main effect of career commitment nor for its interaction with age-related HR/D practices in the light of subjective career success. Results from the multigroup analyses indicate that, in reality, the above results may apply only to older academics (≥50 years). Possible explanations for this outcome are discussed. This study extends past career research by applying an interactionist perspective (context: age-related HR/D practices; person: career commitment) approach for explaining subjectively experienced career success. The results of this scholarly work provide useful insights for protecting and further enhancing the sustainability of careers in academia, which is of upmost importance in nowadays' labor markets in this occupational sector.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"33 4","pages":"405-425"},"PeriodicalIF":3.3,"publicationDate":"2021-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21463","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42358962","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: 7

Leaderlessness in social movements: Advancing space, symbols, and spectacle as modes of “Leadership” 社会运动中的无领导性：作为“领导”模式推进空间、符号和奇观

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2021-10-09 DOI: 10.1002/hrdq.21460

Amir E. Keshtiban, Jamie L. Callahan, Martin Harris

{"title":"Leaderlessness in social movements: Advancing space, symbols, and spectacle as modes of “Leadership”","authors":"Amir E. Keshtiban, Jamie L. Callahan, Martin Harris","doi":"10.1002/hrdq.21460","DOIUrl":"10.1002/hrdq.21460","url":null,"abstract":"The emergence of the Occupy movements along with other social movements in 2011 elevated the idea of radically decentralized “leaderless” social movement organizations. We argue that looking at such an alternative, horizontalist form of organizing presents an opportunity to reframe how we understand leadership. This paper illustrates how the coordination of the Occupy London movement was accomplished horizontally in the absence of formal organization, leadership, or authority structures. Using an ethnographic approach, we show how this movement generated a “multimodal” repertoire of protest that included (1) the politically effective occupation of urban space; (2) the ability to deploy symbols as compelling forms of aesthetic questioning; and (3) the creation of politically charged spectacles that allowed the movement to appropriate the news agendas of established broadcast media. The findings of this paper challenge the language of leadership and contribute to understandings of feminist forms of leadership and leaderless organizing by explaining one way that “leadership” occurs in horizontal organizational structures such as social movements. Namely we demonstrate how the modes of space, symbols, and spectacles effectively replace the role of “leader” in the absence of formal organizational structures.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"34 1","pages":"19-43"},"PeriodicalIF":3.3,"publicationDate":"2021-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42469071","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: 4

Investigating the multidimensionality of informal learning: Validation of a short measure for white-collar workers 调查非正规学习的多维性：对白领工人的一项短期测量的验证

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2021-10-09 DOI: 10.1002/hrdq.21461

Julian Decius, Michael Knappstein, Niclas Schaper, Andreas Seifert

{"title":"Investigating the multidimensionality of informal learning: Validation of a short measure for white-collar workers","authors":"Julian Decius, Michael Knappstein, Niclas Schaper, Andreas Seifert","doi":"10.1002/hrdq.21461","DOIUrl":"10.1002/hrdq.21461","url":null,"abstract":"The challenges resulting from increasing digitalization and globalization require flexible continuing education for white-collar workers. Especially informal learning becomes increasingly important in the modern workplace. Practitioners want to promote informal learning among employees, researchers want to unveil conducive contextual conditions for informal learning, but they lack an appropriate, validated measure. Based on the octagon model of informal workplace learning (Decius et al., Human Resource Development Quarterly, 2019, 30, 495–535) and an existing 24-item scale for blue-collar workers, we present a short version of eight items for use among white-collar workers. Using three independent samples of 695, 500, and 3134 German employees, we show that the second-order factor structure—following the multidimensional octagon model—has a better fit compared with a model in which all items load on a single factor. The short scale is strongly correlated with the original full scale. The scale's reliability is satisfying (α = 0.76/0.77/0.85; ω = 0.78/0.78/0.86), considering the heterogeneous conceptual nature of informal learning. Regarding criterion validity, we found theoretically expected correlations with job demands, job autonomy, knowledge/skill acquisition, age, and self-directed learning orientation. Furthermore, the scale reveals measurement invariance across sociodemographic characteristics of gender and educational background. We also discuss implications for research and practice of the new informal learning measure among white-collar workers.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"34 1","pages":"45-74"},"PeriodicalIF":3.3,"publicationDate":"2021-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21461","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46255025","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: 10

Cohort-based leadership development for high-potential employees: A model for programmatic design 基于队列的高潜力员工领导力发展:程序化设计模型

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2021-09-15 DOI: 10.1002/hrdq.21459

Tani K. Bialek Ph.D., Marcia S. Hagen Ph.D.

{"title":"Cohort-based leadership development for high-potential employees: A model for programmatic design","authors":"Tani K. Bialek Ph.D., Marcia S. Hagen Ph.D.","doi":"10.1002/hrdq.21459","DOIUrl":"10.1002/hrdq.21459","url":null,"abstract":"Leadership development is a top priority for many organizations and a critical driver of success. This qualitative case study research examined ways participation in a cohort-based LDP contributed to HiPo employee's leadership development for the purpose of talent management, including an examination of which programmatic components help promote participant growth. This study illustrates the importance of, and methods to support, better leadership development outcomes for HiPos to improve talent management efforts. This research utilized a method for qualitative analysis and was conducted using a constant comparative method, requiring new findings and interpretations be compared with those previously found during analysis. Data included end-of-program graduate evaluations, semi-structured interviews, and manager evaluation surveys. Findings support the importance of 360-feedback and peer coaching as part of HiPo employee development. Each of these simultaneously improves self-awareness, human capital, networking, and participant well-being; the resulting model provides an illustration of the relationships found.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"33 4","pages":"361-382"},"PeriodicalIF":3.3,"publicationDate":"2021-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/hrdq.21459","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47495733","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: 2

Not just for newcomers: Organizational socialization, employee adjustment and experience, and growth in organization-based self-esteem 不只是针对新人:组织社会化，员工适应和经验，以及基于组织的自尊的增长

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2021-09-07 DOI: 10.1002/hrdq.21458

Donald G. Gardner, Guo-Hua (Emily) Huang, Jon L. Pierce, Xiongying (Peter) Niu, Cynthia Lee

{"title":"Not just for newcomers: Organizational socialization, employee adjustment and experience, and growth in organization-based self-esteem","authors":"Donald G. Gardner, Guo-Hua (Emily) Huang, Jon L. Pierce, Xiongying (Peter) Niu, Cynthia Lee","doi":"10.1002/hrdq.21458","DOIUrl":"10.1002/hrdq.21458","url":null,"abstract":"One of the more important responsibilities for HRD professionals is to help employees fit into the organization. This fitting in, or adjustment, to the organization includes the skills to perform one's job, understanding the relationships of one's role to the broader organization, and feeling accepted by one's peers. Onboarding, or more broadly, organizational socialization, is a proven practice that enhances employee adjustment through learning and development. Prior research reveals favorable relationships between organizational socialization (OS) practices and employee adjustment. Much less is known about which aspects of OS the HRD professional should focus on, why employees are motivated to use the knowledge gained from socialization to improve job performance, or whether relationships discovered in past research on newcomers can or should be generalized to more experienced employees. The current research is based on the multidomain, continuous model of OS. Consistent with that model, we found that effective socialization enhances employee organizational adjustment, which subsequently raises their organization-based self-esteem (OBSE), and that OS has stronger relationships with adjustment for less experienced employees than those with more experienced employees. Our results also reveal that adjustment mediated growth in OBSE that accompanied the ongoing process of OS, and that employees who perceived higher levels of socialization had greater increases in OBSE. We discuss the implications of our results for HRD professionals in designing OS programs, particularly as they relate to the targeted employees, and the framing of the communications.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"33 3","pages":"297-319"},"PeriodicalIF":3.3,"publicationDate":"2021-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/hrdq.21458","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48219820","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: 8

Information for Contributors 投稿人资讯

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2021-09-01 DOI: 10.1002/hrdq.21363

引用次数: 0

Unlearning in the workplace: Antecedents and outcomes 职场遗忘:前因后果

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2021-08-30 DOI: 10.1002/hrdq.21457

Eun Jee Kim, Sunyoung Park

引用次数: 9

Explosion of people analytics, machine learning, and human resource technologies: Implications and applications for research 人员分析、机器学习和人力资源技术的爆炸:研究的影响和应用

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2021-08-15 DOI: 10.1002/hrdq.21456

Seung Won Yoon

引用次数: 7

On the systems intelligence of a learning organization: Introducing a new measure 学习型组织的系统智能:引入一种新方法

IF 3.3 3区管理学

Human Resource Development Quarterly Pub Date : 2021-07-26 DOI: 10.1002/hrdq.21455

Juha Törmänen, Raimo P. Hämäläinen, Esa Saarinen

{"title":"On the systems intelligence of a learning organization: Introducing a new measure","authors":"Juha Törmänen, Raimo P. Hämäläinen, Esa Saarinen","doi":"10.1002/hrdq.21455","DOIUrl":"10.1002/hrdq.21455","url":null,"abstract":"We introduce and validate the Organizational Systems Intelligence (OSI) scale, a measurement tool for learning organization, and propose the scale as a useful tool for human resource development (HRD) at the individual level. The scale complements the operationalization of Senge's “Five Disciplines” of the learning organization. OSI provides a new perspective that links employees' perceptions of various seemingly mundane everyday practices with the organizationally desirable effects of a learning organization. The model suggests developmental perspectives that highlight micro-level behavioral, informal, interactional, and accessible-to-all aspects of the learning organization as a route to improvement. Operating in the vernacular and focusing on human experience in organizations, the OSI perspective points to improvement possibilities in and among people in contrast to structural manager-level constructs. It contributes to HRD literature that explores developmental outcomes and theoretical understanding from human experience in contrast to rank, status, structure, or hierarchy. With its bottom-up logic as an operationalization of the Sengean learning organization as a form of applied systems thinking, the model introduces an employee-level perspective of systems thinking in action into the field of HRD. It is demonstrated that with respect to perceived performance, the OSI scale performs equally well as the widely used Dimensions of the Learning Organization Questionnaire.","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"33 3","pages":"249-272"},"PeriodicalIF":3.3,"publicationDate":"2021-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/hrdq.21455","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46815201","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: 11