Advances in Developing Human Resources最新文献

{"title":"HRD Practice: Who Is Doing the Work?","authors":"Marilyn Y. Byrd","doi":"10.1177/15234223221140162","DOIUrl":"https://doi.org/10.1177/15234223221140162","url":null,"abstract":"This Issue marks the one-year anniversary of Advances in the single topic format. I am extremely pleased with the new direction of the journal and the variety of submissions thus far. In my inaugural Editorial, I encouraged prospective authors to connect the practice and profession of human resource development (HRD) with other professions, disciplines, and workforce industries. An area that I would like to see more application of practice is the blue-collar workforce. An unspoken, but implied assumption is that HRD focuses on white-collar workers, and less on blue-collar workers (StorbergWalker, 2012). Yet, evidence exists that this group of workers find “dignity and meaning in their work despite outsiders’ perceptions” (Lucas & Buzzanell, 2004, p. 285). Therefore, developing blue-collar workers toward meaningful work would be a fruitful and new way of thinking about HRD. I further encourage potential authors to stretch creative thought around the question, who are the folks doing HRD work? We consistently refer to HRD practitioners and professionals, yet I doubt you will find either of those titles on the payroll! I vividly and respectfully recall our former Board member, the late Ross Azevedo (1942–2020) pointing out in various meetings or discussions how there are practitioners across a wide range of fields and workforce industries who do HRD but call it by another name. The boundaries of HRD have certainly broadened beyond learning and performance. Now that we have included critical HRD, virtual HRD, strategic HRD, societal HRD, and others continue to emerge, identifying the people doing the work of HRD will become integrated with other organizational functions and functional areas. I emphatically restate my vision for bringing HRD and human resource management (HRM) into closer collaboration. Over the past year, I have received numerous manuscripts with a focus on HRM. Unfortunately, submitting authors do not identify a common link with HRD, refer to HRD literature, or suggest implications for HRD practice. However, I am encouraged by the interest shown and as we offer recommendations to potential authors, we move closer to crossing the invisible line.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43911507","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Course-Based Undergraduate Research in Human Resource Development: A Case Study","authors":"Jihee Hwang, Corbin Franklin","doi":"10.1177/15234223221138567","DOIUrl":"https://doi.org/10.1177/15234223221138567","url":null,"abstract":"The Problem In the United States, undergraduate programs in Human Resource Development (HRD) have been growing and are visible in developing undergraduate students’ career readiness and skill set acquisition for lifelong learning. However, there is a limited understanding of high-impact learning experiences as a pedagogical approach in HRD. The Solution Course-based undergraduate research experience in a capstone class at a large research university is described. Five core competency areas for undergraduate research are defined and example learning activities aligned with the competencies are addressed. Student reflection summaries were analyzed to report students’ perceived learning gains. Information on this study can be used to further design impactful capstone research experiences for undergraduate HRD students through high-impact learning principles and practices. The Stakeholders The primary audience for this study is HRD faculty, instructors, and graduate students whose career goal is teaching and researching in HRD or closely related fields in the social sciences.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-11-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43354323","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Hair Bias in the Workplace: A Critical Human Resource Development Perspective","authors":"J. Trusty, David Akili Ward, Mijean Good-Perry Ward, Mengying He","doi":"10.1177/15234223221135557","DOIUrl":"https://doi.org/10.1177/15234223221135557","url":null,"abstract":"The Problem Managers and other individuals in the workplace may have a bias, either conscious or unconscious, against Black women based on their appearance. Since slavery, Black people with lighter skin complexion and straighter hair have been given preferences and privileges not afforded Black people with darker skin or those with naturally kinky hair. This study brings this subtle form of discrimination to the attention of Human Resource Development professionals and sheds light on how such interactions may affect their learning, development, and performance. The Solution Using a critical Human Resource Development lens, we suggest that managers, organizational leaders, and decision-makers are educated to recognize and address hair bias. Leaders must ensure compliance with the CROWN Act and legislation that prohibits discrimination against natural and protective hairstyles. The Stakeholders Stakeholders include U. S. Human Resource Development professionals, hiring managers, recruiters, and leaders who are concerned with hiring and promoting diverse talent.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45964317","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Editorial: Inclusive Leadership: Critical Practice Perspectives From the Field","authors":"Marilyn Y. Byrd","doi":"10.1177/15234223221120180","DOIUrl":"https://doi.org/10.1177/15234223221120180","url":null,"abstract":"","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41972842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"An Inclusive Leadership Model Insights From the Tech Industry","authors":"Dante L. Booker, Michael R. Williams","doi":"10.1177/15234223221118955","DOIUrl":"https://doi.org/10.1177/15234223221118955","url":null,"abstract":"Problem Inclusive leadership models have been introduced to represent a shift from traditional leadership approaches. However, missing from these models are principles of social justice and forward-thinking outcomes for building human relations. An examination of the detrimental consequences of exclusion is needed to realize the benefits of inclusion. Solution The Deconstructing Exclusion for Inclusive Leadership model, a framework for practice, is offered as a practical guide for deconstructing exclusionary practices and building positive, healthy human relations. The model is supported by affective behaviors and traits and cognitive competencies that inclusive leaders need to discourage exclusion and advocate for more inclusive relationships and social justice outcomes. Stakeholders Leaders, managers, practitioners, human resource development scholars, researchers, and educators.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45119622","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Meeting Belongingness Needs: An Inclusive Leadership Practitioner’s Approach","authors":"Aimee L. Canlas, Michael R. Williams","doi":"10.1177/15234223221118953","DOIUrl":"https://doi.org/10.1177/15234223221118953","url":null,"abstract":"Problem Theoretical and practical frameworks delineating the individual and relational needs inherent to creating perceptions of belongingness in the workplace are absent in Human Resources Development (HRD) literature. For inclusive leadership practitioners, the literature itself lacks direct mentioning of belonging, causing the awareness around the concept to be problematic. Without a clear understanding of factors that influence perceptions of belonging, leaders lack direction in building inclusive workplaces and reaping the beneficial business outcomes these have the potential to bring, including increased employee engagement, performance, and innovation. Solution The Individual and Relational Belongingness (IRB) model is introduced to explore and define the unique needs that are vital for individual to perceive a sense of belongingness in the workplace across individual, relational, personal, and organizational dimensions. Stakeholders Organizational and Human Resources Development scholar practitioners benefit from understanding the nuanced and complex needs that drive perceptions of belongingness, since these bring additional context to the scholarship and practice of inclusive leadership.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44501395","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Developing Leaders for Disruptive Change: An Inclusive Leadership Approach","authors":"Sara V. Simmons, Robert M. Yawson","doi":"10.1177/15234223221114359","DOIUrl":"https://doi.org/10.1177/15234223221114359","url":null,"abstract":"Problem Across all sectors, leadership decision-makers question how to professionally develop leaders who foster cohesive, collaborative, and high performing workforce environments in diverse organizations. They doubt the efficacy of traditional leadership development modalities when confronted by unpredictable emerging workforce and workplace challenges. Solution The article’s conceptual framework is centered on the premise that the best interaction between leader and led in diverse organizations is inclusive leadership. Leaders who deliberately role model inclusive leadership behaviors create a culture where everyone works to their full potential, stimulate learning organizations, and catalyze workforce relationships towards achieving strategic goals. Stakeholders This article is ideal for Human Resources, Human Resource Development, Organizational Development, and Diversity, Equity, Inclusion, and Accessibility professionals, trainers, facilitators, consultants, practitioners, change agents and leaders. It may be helpful in generating ideas and practices for developing interventions catalyzing inclusive practices among leaders and workforce members.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46879492","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Chief Operating Officer's Perspective on Managerial Coaching","authors":"Charles Carvalho, Sheldon Carvalho, Fallan Kirby Carvalho","doi":"10.1177/15234223221112500","DOIUrl":"https://doi.org/10.1177/15234223221112500","url":null,"abstract":"The Problem In recent years, managerial coaching has garnered increasing attention from organizations, even though practitioners suggest that managers may resist coaching employees. More dialog and research that uncovers the motivations, challenges, and benefits managers accrue from coaching, and the crucial role line and human resource development (HRD) managers can play in creating coaching cultures seems warranted. The Solution Perspectives on actions that HRD practitioners can take to support managerial coaching are gained from an interview with a global organization executive. The Stakeholders This article will benefit HRD practitioners and line managers seeking to institutionalize a culture of coaching.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-07-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42091243","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Job Satisfaction or Employee Engagement: Regardless of Which Comes First, Supportive Leadership Improves Them Both","authors":"Stephen B. Prentice","doi":"10.1177/15234223221112504","DOIUrl":"https://doi.org/10.1177/15234223221112504","url":null,"abstract":"Problem While the debate continues over which comes first, employee engagement or job satisfaction, there is no debate regarding the high positive correlation that exists between them, nor their impact on organizational performance and productivity, company reputation, customer satisfaction, and turnover intention. Yet, HRD and HRM practitioners have been remise in advancing current and relevant leadership theories resulting in deficiencies in leadership theory, training, and practice. Solution Considering the importance of employee engagement and job satisfaction to the success and reputation of an organization, it is incumbent upon HRD and HRM practitioners to collaboratively research and evaluate current and relevant leadership theories, and based on the findings, develop strategies and interventions for improving leadership training. Stakeholders Companies, corporations, learning institutions, and organizations of any nature would benefit from this knowledge as they develop training and educational interventions purposed to improve employees’ work engagement and job satisfaction.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46845484","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Special Issue: Women of Color and Leadership Journal: Advances in Developing Human Resources Expanding Our Voices? A Review of Human Resource Development Literature on Women of Color Leaders Over the Last Decade","authors":"Dr. Cynthia Sims","doi":"10.1177/15234223221101423","DOIUrl":"https://doi.org/10.1177/15234223221101423","url":null,"abstract":"Problem In 2009, a collective of African American (Black) women challenged race-neutral and gendered perspectives of leadership in a Special Issue of Advances in Developing Human Resources. Since that date, other women of color have added cultural perspectives that have expanded the need to revisit a problem that has rendered invisibility and silence to this group of leaders. Solution Women of color in positions of leadership have learned through historical and cultural experience how to strategically navigate organizational and institutional barriers by leading authentically. More significantly, they have learned how to balance status and place and to recognize that place defines their leadership reality. Stakeholders Human Resource Development (HRD) scholars and researchers who study leadership. HRD practitioners, organizational leaders, and others who are responsible for leadership development programs that are inclusive. Women of color leaders.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47195817","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}