Most recent papers:

• What Are We Learning About the Research‐Practice Gap From HRD Scholars and HRD Scholar‐Practitioners?
  Kelly Moore, Yonjoo Cho.
  Human Resource Development Quarterly. April 12, 2026
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nThe research‐practice gap (the gap) in HRD remains a significant challenge, hindering the application of academic research to practice and the integration of workplace challenges into research efforts. It is critical for HRD research to address the gap to develop evidence‐based solutions for learning and organizational performance. The purpose of this study was to explore how HRD scholars and scholar‐practitioners define, motivate, address barriers to, and recommend strategies for bridging the gap in HRD. Building on the study by Moore and Cho (2024) from the perspective of HRD practitioners, we investigated the perspectives of HRD scholars and scholar‐practitioners to examine whether there are any critical differences in their perspectives through 29 interviews. In a thematic analysis, we identified four key themes: defining the gap, motivations, barriers, and strategies for bridging the gap. Participants emphasized the need for participatory action research, the co‐creation of research agendas, and practitioner engagement from the early stages of research to enhance the relevance and applicability of the findings. A surprising study finding was the influential role of HRD scholar‐practitioners, who serve as translators between academic research and workplace applications, leveraging their dual roles to co‐create usable knowledge. We provide actionable recommendations for narrowing the gap, stressing the role of HRD in diverse organizations by fostering collaboration and integrating academic rigor with practical applications.\n"]

  April 12, 2026   doi: 10.1002/hrdq.70019   open full text
• Overcoming the Paradox of Measuring Self‐Awareness Development by Focusing on Outcomes.
  Anna Sutton, Samantha Carey.
  Human Resource Development Quarterly. March 17, 2026
  ["Human Resource Development Quarterly, Volume 37, Issue 1, Page 11-28, Spring 2026. ", "\nABSTRACT\nMany HRD interventions aim to enhance self‐awareness to shape employee behavior, to develop skills, or as a performance‐related outcome. But measuring this development faces significant metacognitive challenges: self‐awareness changes when one's attention is directed to it, and self‐report relies on accurate self‐awareness. To address this issue, we develop a measure of outcomes associated with self‐awareness development and test its internal and external validity. In study 1, datasets from six countries (N = 1164) were collated from users of a previous self‐awareness outcomes (SAO) questionnaire. Factor analysis was used to reduce the original item set and identify two latent variable dimensions (balanced awareness and emotional challenges). In study 2 (N = 442), these dimensions and a third work‐focused subscale were evaluated using CFA. Subsequently, regression analyses tested the relationships between SAOs and self‐awareness building processes and practices. In addition, the dimensions were found to account for well‐being after controlling for Big Five personality traits: emotional challenges were associated with reduced well‐being, while balanced awareness and work reflection were associated with higher well‐being. By indexing distinct outcomes associated with self‐awareness development, this measure addresses the metacognitive challenge of assessing self‐awareness and can be used to evaluate and demonstrate the effectiveness of a range of HRD interventions that rely on improved self‐awareness. In addition, it highlights the importance of supporting employees through the emotional challenges of the self‐awareness journey.\n"]

  March 17, 2026   doi: 10.1002/hrdq.21565   open full text
• Self‐Other Stances in Reverse Mentoring for Workplace Inclusion: Mutual Relating Across Differences in Hierarchies and Identities.
  Rajashi Ghosh, Julie Nyanjom.
  Human Resource Development Quarterly. March 17, 2026
  ["Human Resource Development Quarterly, Volume 37, Issue 1, Page 29-47, Spring 2026. ", "\nABSTRACT\nReverse mentoring (RM) is increasingly being utilized as a tool for learning in diverse workforces. Although previous studies highlight the importance of mutuality in RM relationships, there is a dearth of studies on mutual relating mechanisms in RM. This study explored how mentors who have minoritized identities and hold junior organizational positions and mentees who have privileged identities and hold senior organizational positions relate to each other mutually impact workplace inclusion. In‐depth semi‐structured interviews with RM dyads from a multinational company with headquarters in Australia were held. Interpretive phenomenological analysis was applied to explore how participants interpreted the ways in which they related to each other. Our findings indicate both mentees and mentors adopted a mutual self‐other stance of relating in RM relationships, which enabled them to be attuned to each other's needs and develop a communal connection in their RM relationships. Our study derives a theoretical model of mutual self‐other stances in RM underlying five mechanisms of mutual relating: (1) switching the learner‐expert dynamics; (2) welcoming personalization; (3) using proactivity; (4) leaning on spontaneity; and (5) embracing vulnerability. Implications for research and practice on how this knowledge can help mentors, mentees, organizational leaders, and human resource development professionals to study, design, and implement RM programs for inclusion are presented.\n"]

  March 17, 2026   doi: 10.1002/hrdq.21561   open full text
• Highly Educated, New Foreign Workers' Acculturation and Coping Mechanisms in a Large Korean Company.
  Dae Seok Chai.
  Human Resource Development Quarterly. March 17, 2026
  ["Human Resource Development Quarterly, Volume 37, Issue 1, Page 67-86, Spring 2026. ", "\nABSTRACT\nThe need for skilled foreign workers in South Korea (Korea hereafter) has grown substantially due Korea's changing workforce demographics, skill mismatch, transformation of business portfolios, and the pursuit of globalized business. As a result, large Korean companies have begun to recruit highly educated foreign workers for global talent management and development. However, although skilled foreign workers have consistently reported that they face difficulty integrating into Korean society and the host organization, almost no research has been conducted on this population in Korea. Thus, the intent of this qualitative study was to explore highly educated new foreign workers' acculturation process and coping mechanisms in a large Korean conglomerate. The findings offer a multilevel framework that presents the dynamics of acculturation challenges and coping mechanisms at multiple levels for successful acculturation. The findings also provide valuable insights for HRD practitioners on the design of interventions and policy in various organizational contexts.\n"]

  March 17, 2026   doi: 10.1002/hrdq.21564   open full text
• Management of the Motivation System of University Teachers in the Republic of Kazakhstan Under Modern Conditions.
  Shara Shakual, Dilnara Zakirova.
  Human Resource Development Quarterly. March 17, 2026
  ["Human Resource Development Quarterly, Volume 37, Issue 1, Page 49-65, Spring 2026. ", "\nABSTRACT\nThe purpose of this article is to analyze the system of motivation of scientific and pedagogical workers, which operates today in universities, to assess the satisfaction of teachers with the current motivation system that exists in the university and, based on the results of the analysis and evaluation, to formulate recommendations that will be aimed at improving the motivation system of teaching staff in universities of the Republic of Kazakhstan. The following methods were used in the study: synthesis, comparison, economic and statistical analysis, generalization and interpretation of the results obtained, and graphical representation of data. The data of the Bureau of National Statistics of the Agency for Strategic Planning and Reforms of the Republic of Kazakhstan, the results of an Internet survey conducted on the Google Forms platform were used as a source of statistical information. The results of the study are as follows: the dynamics of the number of teachers in the country has been studied, the analysis of the system of labor motivation in universities of the Republic of Kazakhstan has been carried out, and recommendations aimed at improvement have been formulated. The practical significance of this study is determined by the fact that the proposed recommendations can be the basis for the development of a new system of motivation in universities.\n"]

  March 17, 2026   doi: 10.1002/hrdq.21557   open full text
• The Benefits of Supervisors Being Younger Than Subordinates: Directional Age Difference, Leader Empowerment Behavior, and Employee Creativity.
  Xinyue Li, Mingpeng Huang, Jialin Liu, Min Cui, Guangdi Tian.
  Human Resource Development Quarterly. March 17, 2026
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nIn recent decades, the accelerating global aging population and the emergence of a large number of talented young subordinates in the workplace, who have risen to leadership positions, are leading to a significant transformation in the traditional model of older supervisors managing younger subordinates. Although knowledge about how such phenomenon positively impacts the interaction between supervisors and subordinates and subordinates' behavior is limited. This research delves into the increasingly common phenomenon of supervisors being younger than their subordinates, and further explores the impact of this phenomenon on both the supervisors and subordinates. Drawing on the reasoned action theory, we propose that supervisor‐subordinate directional age difference is positively related to employee creativity via leader empowerment behavior. In addition, employee power distance moderates the relationship between leader empowerment behavior and employee creativity. We conducted an experimental study (N = 264) and two questionnaire surveys (N = 226, N = 285) to test our hypothesis. Our research enriches the positive impact of supervisor‐subordinate directional age differences from the perspective of leader behavior, providing practical insights for young supervisors to effectively manage older subordinates.\n"]

  March 17, 2026   doi: 10.1002/hrdq.70017   open full text
• Exploring Talent Management Practices in Emerging Small and Medium‐Sized Enterprises: A Multiple Case Study.
  Naya Hapsari, Bjørn‐Tore Flåten.
  Human Resource Development Quarterly. March 11, 2026
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nSmall and medium‐sized enterprises (SMEs) often face dynamic environments that require them to balance growth with resource constraints, necessitating strategic adaptability in their talent management (TM) practices. This study employs an in‐depth analysis of multiple cases to explore TM practices in startups and SMEs operating in Norway, a country that fosters cooperation and innovation among its small businesses. The leaders of 11 Norwegian startups and SMEs were interviewed to understand their definitions and standpoints on TM and to explore how SMEs can adapt TM practices as they grow. This study also involved nine experts from the external ecosystem surrounding the companies to obtain their perspectives on this topic and to support the findings. The results underscore that TM definitions and practices evolve through three stages of SME growth—startup, transition, and scale‐up—shifting from informal to formal approaches throughout the growth process. Further abductive thematic analysis reveals firms' criteria for talent, the challenges of implementing TM, and the strategic importance of TM, interpreted through the lenses of the resource‐based view (RBV) and dynamic capabilities theory (DCT). While leaders and experts agree that TM is strategically crucial, especially for leadership development, financial constraints emerge as the primary challenge. Based on these findings, a theoretical framework is proposed, encouraging further studies to investigate the TM dynamics in growing SMEs in more depth, while also considering perspectives from multiple stakeholders.\n"]

  March 11, 2026   doi: 10.1002/hrdq.70015   open full text
• The Role of Overseas Work Adjustment in Enhancing Career Success for Self‐Initiated Expatriates: Investigating the Interplay of Protean Career Attitude, Cultural Intelligence, and Learning Goal Orientation.
  Yi‐chun Lin.
  Human Resource Development Quarterly. February 16, 2026
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nNumerous empirical studies have examined the work‐ and career‐related outcomes of self‐initiated expatriates (SIEs) in cross‐cultural work settings, thereby contributing to an emerging research stream in the HR literature. Building on self‐determination theory, this study examined whether the protean career attitude is positively associated with subjective career success. We further explored the mediating role of overseas work adjustment and the three‐way moderation of cultural intelligence and learning‐goal orientation to strengthen this indirect relationship. The data from two studies, encompassing non‐Asian (n = 289) and Asian (n = 192) participants, provide convergent support. The results showed an indirect influence of protean career attitude on subjective career success via overseas work adjustment. Moreover, this indirect influence is strengthened when SIEs possess either higher cultural intelligence or a stronger learning‐goal orientation. This study contributes to the literature by identifying key factors influencing SIEs' career success and highlighting the central role of learning in their workplace adjustment. It advances HRD by showing how learning and adaptability drive cross‐border career development.\n"]

  February 16, 2026   doi: 10.1002/hrdq.70013   open full text
• The Structure of Informal Learning in the Workplace—An Experience Sampling Approach.
  Katja Häußermann, Tina Seufert.
  Human Resource Development Quarterly. January 29, 2026
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nThis paper complements retrospective approaches to researching informal learning in the workplace with experience sampling. Since (conscious) informal learning is becoming increasingly important for successfully keeping pace with rapid changes in working environments, a clear understanding of the construct and its precise measurement are essential. This is opposed by the error‐proneness of retrospective measurements. The aim of this study was therefore to better understand how employees learn informally by situationally measuring their use of informal learning activities (e.g., searching the internet). Three hundred sixty four full‐time employees with desk jobs in various professions completed short online questionnaires twice a day for 8 days about their current work task and the informal learning activities used. A Multilevel CFA with good model fit revealed the same three factors at the situation and person level: learning from oneself, learning from others, and learning from media. Thinking/reflection, professional exchange/co‐working with colleagues, and sharing knowledge were most frequently reported. Learning activities with media were used comparatively little. These findings underscore the metacognitive role of reflection in informal learning, challenge previous models of informal learning that underrepresent situational antecedents and learning from media, and emphasize the importance of including multilevel data in research. Our research provides human resource development professionals and supervisors with a foundation for promoting informal learning and the society with basic knowledge for familiarizing students with the need for informal learning. This ability to adapt quickly to changing knowledge requirements is crucial to the competitiveness of many industries.\n"]

  January 29, 2026   doi: 10.1002/hrdq.70011   open full text
• Unveiling Organizational Career Patterns: A Bibliometric Investigation.
  Sıdıka Ece Yılmaz.
  Human Resource Development Quarterly. January 22, 2026
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nOrganizational career research is crucial in understanding the complexities of modern workforce dynamics, especially since organizations increasingly emphasize talent management and employee development. This study examined 465 publications from Scopus in the domains of Management and Organization and Social Sciences, covering the period between 1973 and 2023. Additionally, 122 Scopus‐indexed publications from 2024 to 2025 within the same subject categories were analyzed to capture recent developments. A comprehensive bibliometric analysis was conducted using VOSviewer 1.6.20 and the Biblioshiny package through the Bibliometrix R‐Tool. The study applied various techniques such as co‐citation, word cloud, trend topic, co‐occurrence, thematic mapping, and factorial analysis. The results underscore the intellectual, conceptual, and cognitive frameworks influencing organizational career research, explaining significant concepts, research clusters, and emerging themes. It also identifies the most influential sources, authors, and publications in organizational career research. Word cloud analysis defined career development, career satisfaction, and job satisfaction as the most frequently used keywords. Trend topic analysis recently focused on themes such as career sustainability, career crafting, career resilience, self‐efficacy, innovative work behavior, and the impact of COVID‐19. Co‐occurrence network analysis showed that organizational career research is structured into three clusters, focusing on career development, career satisfaction, organizational growth, and career adaptability. Factorial analysis revealed three fundamental dimensions: (i) human resources and organizational career management, (ii) career attitudes and individual development, and (iii) organizational support. These findings offer an extensive understanding of the changing dynamics of organizational career research and indicate key directions for future theoretical and empirical research.\n"]

  January 22, 2026   doi: 10.1002/hrdq.70010   open full text
• Loving and Hating Hubrists: Demonstrating Innovativeness While Belittling Others.
  Xianhui Ning, Jih‐Yu Mao, Ran Huang, Li Guo, Wenxing Liu.
  Human Resource Development Quarterly. December 12, 2025
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nKnowing who employees are and understanding their tendencies are critical to human resource development effectiveness. A lack of understanding about employees may result in misplaced human resources. The “Age of Hubris” suggests hubris as a prevalent personality in today's world. Hubrists are often considered liabilities in the workplace owing to their excessive self‐pride, self‐confidence, and self‐aggrandizement. However, we contend that they can also be assets by contributing to organizational development. The results of a survey and an experiment suggest that hubrists engage in innovative behavior due to elevated hope for success while also taking credit from and passing blame to other members due to increased psychological entitlement. These findings are more pronounced when they perceive stronger than weaker intrateam competition. Our research highlights the presence of hubrists as a double‐edged sword to organizational functioning, providing suggestions for organizations to make the best use of hubrists while preserving the well‐being of those around them.\n"]

  December 12, 2025   doi: 10.1002/hrdq.70008   open full text
• Navigating Workplace Bullying: A Critical Theory Exploration of Lecturers' Experiences in a Higher Education Context.
  Helen Meyer.
  Human Resource Development Quarterly. November 25, 2025
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nWorkplace bullying (WB) remains a pervasive concern across all sectors, including higher education institutions (HEIs), where shifting power dynamics, performance pressures, and transformation mandates often create fertile ground for systemic abuse. This research explored lecturers' experiences with WB in a South African HEI using qualitative research and a phenomenological approach informed by interpretivism and critical theory. Twenty‐six purposefully selected participants from a population of 190 lecturers were interviewed, and data were thematically analyzed and co‐coded to ensure trustworthiness. Findings revealed that WB was deeply embedded in institutional culture, manifesting through a hostile environment, abusive and dysfunctional institutional communication, work environment, and management deficiencies. It addresses a gap in the qualitative WB literature by applying a critical theory and human resource development (HRD) lens, particularly within the under‐researched South African HEI context. This article makes a key contribution by theorizing WB as structural and symbolic violence embedded in institutional norms, distorted communication, and performativity. The findings extend critical theory by revealing how race‐based transformation policies, such as affirmative action and employment equity, may unintentionally exacerbate WB. The article concludes with actionable HRD recommendations and suggestions for future research.\n"]

  November 25, 2025   doi: 10.1002/hrdq.70006   open full text
• Adaptive Expertise as an Engine for Thriving: How Interactions Between Job and Contextual Resources Lead to Thriving at Work.
  Sangok Yoo, Sojung Hong, Yunsoo Lee.
  Human Resource Development Quarterly. October 08, 2025
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nGrounded in the socially embedded model of thriving at work, this study tests a moderated mediation model examining how job and contextual resources interact to shape thriving through adaptive expertise. We conceptualize adaptive expertise as an agentic capability that serves as a mediator in our research model. In our model, job autonomy and job clarity are key resources influencing thriving via adaptive expertise, while learning resources and perceived work‐related diversity are contextual resources moderating these effects. Using data collected from 428 employees across various industries in South Korea, we found distinct interactive patterns: learning resources negatively moderated the indirect effect of job clarity on thriving through adaptive expertise, whereas perceived work‐related diversity positively moderated the indirect effect of job autonomy on thriving through adaptive expertise. These findings suggest that adaptive expertise and the related thriving at work can be enhanced by aligning contextual resources with job characteristics, beyond simply designing effective jobs. This study contributes to the integration of resource‐based perspectives into the socially embedded model of thriving and underscores the critical role of job resources in dynamic work environments.\n"]

  October 08, 2025   doi: 10.1002/hrdq.70005   open full text
• Developing a Typology of Korean Women Leaders' Resistance to Their Token Status in the Workplace.
  Yonjoo Cho, Jiwon Park, Sumi Lee, Jieun You, Sokyum Yoon.
  Human Resource Development Quarterly. August 01, 2025
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nDespite remarkable economic development in South Korea (Korea), there are only a few women leaders, and they face challenges in the gendered workplace where organizational constraints and traditional values coexist. In a reanalysis of narratives of Korean women leaders (KWLs), using an ideal‐type analysis as a novel qualitative research method, we identified five types of KWLs' resistance to their token status in the workplace: (1) Opportunity‐Driven, (2) Pathfinding, (3) Self‐Reflective, (4) Persevering, and (5) Changing the Way to Resist. The five types broaden the meaning of KWLs' resistance and highlight different ways they resist their token status in the workplace. A significant finding is that all KWLs have persevered in their own way, whether their resistance is overt (active), as in Type 1 (Opportunity‐Driven), or covert (passive), as in Type 4 (Persevering), which is not considered resistance in Western contexts as it is subtle and hidden. This study also revealed that KWLs' personal agency plays an important role in shaping resistance strategies, though it is limited by organizational context and is possible after they gain executive power in the organization. We provide implications for research such as the importance of culture in typology development and implications for practice at the individual and organizational level.\n"]

  August 01, 2025   doi: 10.1002/hrdq.70000   open full text
• Talent Management in SMEs: Unraveling the Role of Contextual Factors.
  Franca Cantoni, Caterina Muzzi, Martina Gianecchini.
  Human Resource Development Quarterly. March 21, 2025
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nEmploying a multiple case study analysis, this paper explores the contextual factors—internal, external, and relational—that affect small and medium‐sized enterprises (SMEs) in designing their approaches to talent management (TM). Results underscore the significance of two prominent internal variables—namely, organizational size and ownership structure—alongside an external determinant represented by the industry/sector within which the company operates. The study also revealed that the economic and social context in which the company is situated is not only a geographical characteristic (thus constituting an external factor) but also furnishes valuable relational resources subsequently influencing the approaches to TM. Additionally, we found that while industry/sector simply dictates competency needs (hard or soft), the size of the company (affecting TM resource availability) combined with the ownership structure (affecting TM scope and level of formalization) generates specificities in TM practices. Relational factors—namely “local embeddedness”—appear to assume a pervasive role.\n"]

  March 21, 2025   doi: 10.1002/hrdq.21566   open full text
• Membership Ambiguity and Insider Support in Remote Socialization: A Qualitative Exploration of Newcomers' Experiences of Remote Onboarding.
  Jihyun Esther Paik, Britney N. Gilmore.
  Human Resource Development Quarterly. March 12, 2025
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nThe COVID‐19 pandemic forced organizations to adopt remote onboarding for new employees, which involved fewer interactions with insiders compared to traditional in‐person onboarding. Using socialization resources theory and membership ambiguity as theoretical frameworks, this study explored how newcomers onboarded remotely perceive and describe their transition into organizational membership and overcome challenges in accessing necessary resources for adjustment. Thirty semi‐structured interviews were conducted with participants who joined an organization remotely between June 2020 and September 2021. Despite achieving job proficiency, remote newcomers often faced membership ambiguity due to a lack of connection with insiders and the organization. They generally found insider support insufficient and engaged in proactive behaviors to compensate, aiming to master their roles and assert their membership. The findings highlight insider support as a central resource in remote onboarding and suggest that support should be provided earlier to equip newcomers with social capital resources. Furthermore, the findings suggest that, while newcomer initiative in remote socialization is expected, socialization agents must discern whether their proactive behaviors result from insufficient insider support or are driven by the support already provided. The study offers theoretical insights into the dynamic nature of newcomer proactivity and insider support, along with practical implications for remote onboarding.\n"]

  March 12, 2025   doi: 10.1002/hrdq.21560   open full text
• The Many Facets of Workplace Moral Courage: Development and Validation of a Multidimensional Scale.
  Nicole Witt, Carmen Tanner.
  Human Resource Development Quarterly. March 06, 2025
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nIn the battle against unethical behavior in organizations, fostering employees' moral courage proves vital beyond conventional regulation and compliance efforts. To propel this frontier and empower individuals to uphold moral values, a robust measure of workplace moral courage becomes imperative. This paper introduces the Workplace Moral Courage Scale (WMCS), which, unlike previous measures, stands out by capturing the diverse ways in which moral courage can manifest in workplace settings. Building on data from two diverse German employee samples (total N = 995), we unveil five distinct factors: challenging colleague and supervisor misconduct, opposing unethical orders, confessing mistakes, and initiating positive changes. The WMCS exhibits good psychometric properties and convergent and discriminant validity. Confirming its concurrent validity, the WMCS effectively predicts various forms of employee silence, even after controlling for organizational influences. The paper concludes with a discussion of the results and implications of the WMCS.\n"]

  March 06, 2025   doi: 10.1002/hrdq.21563   open full text
• The Many Faces of Talent Management: Organizational Perspectives on Talent and Talent Management Practices in Jordan.
  Amro Aljbour, Erica French, Muhammad Ali.
  Human Resource Development Quarterly. March 05, 2025
  ["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nTalent management involves the systematic planning, acquisition, development, performance management, engagement, and retention of employees identified as “talent.” Little is known about the relationship between organizations' talent perspectives and talent management practices. This paper addresses this gap by conducting in‐depth semistructured interviews with 33 talent managers and executives from 26 organizations across financial, industrial and services industries in Jordan. Using an abductive thematic analysis process, based on the literature and interview data, three major themes were identified (i) talent perspectives (ii) talent management practices, and (iii) the relationship between talent perspectives and talent management practices. Moreover, through this process, seven continua of talent perspectives and six areas of talent management practices were identified as subthemes to the first two major themes. The analysis produced new themes including structures of TM practices, factors that change the nature of the relationship between talent perspectives and TM practices and contextual factors in Jordan. We found that embracing a specific talent perspective leads to a greater focus on talent management practices and influences the way practices are designed. Moreover, biases toward individuals' identities, maturity of the organization, organizational strategy, and personality of talent managers and executives can change the nature of the relationship between talent perspectives and talent management practices. We propose three approaches to talent management: the pragmatic approach, personality approach, and scarcity‐based approach. Three propositions were provided to hypothesize various combinations of talent perspectives, TM practices, and structures of TM practices. We also discuss future research directions and practical implications of the findings.\n"]

  March 05, 2025   doi: 10.1002/hrdq.21562   open full text
• The 70:20:10 framework and the transfer of learning.
  Samantha J. Johnson, Deborah A. Blackman, Fiona Buick.
  Human Resource Development Quarterly. October 26, 2018
  --- - |2 The capacity of an organization to innovate, change, and be effective depends on the skills and abilities of employees, highlighting the importance of developing individual capabilities. The 70:20:10 framework is used by practitioners to guide them when developing effective learning and development programs. Although the framework has been adopted globally in both private and public sectors, its effectiveness has not been assessed in relation to the transfer of learning. Using qualitative data from the Australian public sector, this study explores how the framework is being implemented and whether it facilitates the transfer of learning to build middle management capability. Results showed that despite middle managers' awareness of, and willingness to take part in, ongoing skill development, attempts to develop capability through learning transfer by implementing the 70:20:10 framework were not achieving the desired outcomes. The research suggests that learning transfer and managerial capability development was hindered through four misconceptions regarding the framework's implementation. These are: an overconfident assumption that unstructured experiential learning automatically results in capability development; a narrow interpretation of social learning; the expectation that managerial behavior would automatically change following formal training and development activities without the need to actively support the process; and a lack of recognition of the requirement of a planned and integrated relationship of all three aspects of the framework. We suggest future research seeks to explicate the role of social learning in supporting the efficacy of both formal and experiential learning. - Human Resource Development Quarterly, EarlyView.
  

  October 26, 2018   doi: 10.1002/hrdq.21330   open full text
• Entrepreneurs' human resources development.
  Sylvia Veronique Hubner, Matthias Baum.
  Human Resource Development Quarterly. October 24, 2018
  --- - |2 This study explores how entrepreneurs develop human resources within their firms. Based on an analysis of interviews with entrepreneurs and new venture consultants, we describe entrepreneurs' human resources development (HRD) approaches. We found that entrepreneurs rely on networking and creativity, aim to leverage employees' interest and competencies, and allow cocreation by employees; current requirements and situational conditions shape entrepreneurs' HRD decisions. To elaborate on our findings, we draw on the distinction between causation and effectuation. We describe an entrepreneurial HRD process that combines both a causation‐based and an effectuation‐based HRD approach. - Human Resource Development Quarterly, EarlyView.
  

  October 24, 2018   doi: 10.1002/hrdq.21328   open full text
• Reciprocity matters: Idiosyncratic deals to shape the psychological contract and foster employee engagement in times of austerity.
  Amanda S. Davis, Beatrice I. J. M. Van der Heijden.
  Human Resource Development Quarterly. September 10, 2018
  --- - |2 Following the 2007/2008 global financial crisis, the UK public sector has experienced major funding cuts resulting in staffing reductions and a dilution in the employment deal. Consequently, the aim of this study is to understand how i‐deals, which are unique conditions of employment negotiated between an individual and their employer (Rousseau, 2005), may be used to accept a new psychological contract and foster employee engagement during austerity. Four qualitative team case studies were conducted comprising senior, middle‐line, and first‐line managers, and either professional or nonprofessional employees, within one English local authority (LA). Methods included 29 × one‐to‐one and three focus group semistructured interviews incorporating the critical incident technique. By examining i‐deals through the lens of social exchange theory (Blau, 1964), this research demonstrates the role of reciprocity in the form of i‐deals to accept the new psychological contract and foster engagement. Here, for some employees, once concrete and universal resources were available to a certain level (e.g., pay), the difference (e.g., universal resources such as a pay rise, external training) was substituted by more particularistic resources (e.g., flexibility and developmental i‐deals) herewith extending Foa and Foa's (1976, 1980, and 2012) resource theory. Furthermore, resultant economic or social exchange may be due to the individual attribution of why the i‐deal was agreed, rather than the i‐deal content. Finally, when i‐deals are denied, action to lower the risk of psychological contract breach is advised. - Human Resource Development Quarterly, EarlyView.
  

  September 10, 2018   doi: 10.1002/hrdq.21327   open full text
• Issue Information.
  
  Human Resource Development Quarterly. September 03, 2018
  --- - - Human Resource Development Quarterly, Volume 29, Issue 3, Page 187-192, Fall 2018.
  

  September 03, 2018   doi: 10.1002/hrdq.21298   open full text
• Information for Contributors.
  
  Human Resource Development Quarterly. September 03, 2018
  --- - - Human Resource Development Quarterly, Volume 29, Issue 3, Page 287-292, Fall 2018.
  

  September 03, 2018   doi: 10.1002/hrdq.21299   open full text
• How does self‐direction within learning operate to affect idea generation in small‐medium enterprise contexts?
  Graham Perkins.
  Human Resource Development Quarterly. August 17, 2018
  --- - |2 Extant literature draws numerous links between aspects of human resource development (HRD) activity and organizational creativity/innovation, noting that investments in learning positively impact creative output. Within this research base, studies suggest that the ability to self‐direct learning activity can influence creative performance, but we do not yet understand how such processes operate, particularly in small‐medium enterprise (SME) contexts. Given the positive economic and social impacts generated by SMEs, themselves often being sources of breakthrough product or service innovation, this is an important research problem that requires our collective attention. This article argues that while the ability to self‐direct learning activity does contribute to the generation of ideas in SME contexts, the presence of multiple stakeholder voices in the learning conversation suggests that learning is better conceptualized as codirected rather than self‐directed. This study finds that codirected approaches to learning operate through a mechanism termed “participative dialogue,” whereby both employees and managers contribute to learning conversations. It also highlights the role of employee critical self‐appraisal in driving self‐directedness and contributing to the generation of ideas. Findings ultimately suggest that codirection of learning benefits idea generation because such approaches facilitate the emergence of unexpected patterns of thinking, which drive the divergence that creativity depends upon. - Human Resource Development Quarterly, EarlyView.
  

  August 17, 2018   doi: 10.1002/hrdq.21326   open full text
• Measuring semantic components in training and motivation: A methodological introduction to the semantic theory of survey response.
  Jan K. Arnulf, Anders Dysvik, Kai R. Larsen.
  Human Resource Development Quarterly. August 09, 2018
  --- - |2 This is a methodological presentation of the relationship between semantics and survey statistics in human resource development (HRD) research. This study starts with an introduction to the semantic theory of survey response (STSR) and proceeds by offering a guided approach to conducting such analyses. The reader is presented with two types of semantic algorithms and a brief overview of how they are calculated and how they can be accessed by interested researchers. Subsequently, we use semantic data to reanalyze a previously published study on the relationships between perceptions of a trainee program, intrinsic motivation, and work outcomes. The semantic algorithms can explain between 31 and 55% of the variation in the observed correlations. This article shows how the statistical models originally used to explore the survey data can be replicated using semantics either alone or as an identifiable source of variation in the data. All the steps are presented in detail, and the datasets as well as the statistical syntax necessary to perform the analyses are made available to the readers. Implications for methodology and the improvement of predictive validity in HRD research are discussed. - Human Resource Development Quarterly, EarlyView.
  

  August 09, 2018   doi: 10.1002/hrdq.21324   open full text
• The relationship between participation in different types of training programs and gainful employment for formerly incarcerated individuals.
  Candace Flatt, Ronald L. Jacobs.
  Human Resource Development Quarterly. July 30, 2018
  --- - |2 According to the U.S. Department of Justice (2007), over 10,000 formerly incarcerated individuals are released each week from federal and state prisons. The purpose of this study is to draw upon human capital theory to examine the relationships between the types of training programs and gainful employment for formerly incarcerated individuals. Three types of training programs considered in this study are school‐based training programs, pre‐employment training programs, and postemployment training programs. Generalized linear mixed models are used to determine if each type of training program is related to employment status and income. Based on a sample from the National Longitudinal Survey of Youth 1997 (NLSY97), postemployment training programs are positively related to gainful employment for formerly incarcerated individuals. This result emphasizes the pivotal role of employers in addressing mass incarceration through human resources development (HRD). - Human Resource Development Quarterly, Volume 29, Issue 3, Page 263-286, Fall 2018.
  

  July 30, 2018   doi: 10.1002/hrdq.21325   open full text
• Testing multi‐group measurement invariance of data from the knowledge creation practice inventory.
  Shinhee Jeong, Jihoon Song, Yu‐Yu Hsiao.
  Human Resource Development Quarterly. July 24, 2018
  --- - |2 This study examined the extent to which the factor structure of the Knowledge‐Creation Practice Inventory (KCPI) is invariant across different occupational groups in South Korea, based on the studies of Song et al in 2011 and 2012. Inspired by Nonaka's (1994) knowledge‐conversion theory, the inventory consists of four dimensions (i.e., knowledge sharing, creating concepts, justifying concepts, and building prototypes), measured by 11 items. A total of 2,364 responses collected from school teachers (n = 1,864), public‐sector employees (n = 214), and private‐sector employees (n = 286) were utilized to examine the measurement invariance, using a series of hierarchical multigroup confirmatory factor analyses. The results indicated that the four‐factor, 11‐item measurement model is equivalent across the three groups, supporting configural invariance, metric invariance, scalar invariance, and factor variance/covariance invariance, except factor mean invariance. A series of post‐hoc tests were additionally conducted to identify the factor mean differences among the three groups. Based on the results of this study, future researchers should use more diverse samples including a wide range of cultures or different subcultural groups (e.g., occupations, genders, and educational backgrounds) to expand the universality of the factor construct. Relevant organizations can utilize the inventory to assess their current capacity of knowledge creation and design for appropriate human resource (HR) or organizational development interventions to nurture and enhance employees' learning‐related behaviors. Since the generalizability and validity of the KCPI were supported in this study, at least among these three groups, more reliable, rigorous group comparisons are available for future research utilizing this inventory. - Human Resource Development Quarterly, Volume 29, Issue 3, Page 243-262, Fall 2018.
  

  July 24, 2018   doi: 10.1002/hrdq.21323   open full text
• Managerial coaching of frontline employees: The moderating role of gender.
  Claudio Pousa, David A. Richards, Carole Trépanier.
  Human Resource Development Quarterly. July 13, 2018
  --- - |2 Managerial coaching (also known as the leader‐as‐coach model) is becoming prevalent as a new management paradigm to develop and empower employees and help them increase their performance. At the same time, the composition of the workforce has changed, with female employees reaching almost 50% of workers and around 30% of managers. Accordingly, scholars have set out to understand if gender affects managerial behaviors and employee responses. The goal of this study is to evaluate if significant differences in performance should be expected when coaching female and male employees. The results suggest that female and male responses to managerial coaching are more complex than expected. Managerial coaching positively affects female behavioral and result performance and male behavioral performance, but—contrary to expectations—no significant effect was found for coaching on male result performance. Additionally, female and male employees differ in their self‐evaluation of the focal performance constructs, with females evaluating their contribution to performance at lower levels than their male counterparts. The results suggest that, to be an effective developmental tool, the approach taken with coaching should take into consideration the recipient's gender and address different areas of performance. - Human Resource Development Quarterly, Volume 29, Issue 3, Page 219-241, Fall 2018.
  

  July 13, 2018   doi: 10.1002/hrdq.21322   open full text
• Enhancing the trustworthiness and credibility of human resource development: Evidence‐based management to the rescue?
  Claire Gubbins, Brian Harney, Lisa van der Werff, Denise M. Rousseau.
  Human Resource Development Quarterly. June 27, 2018
  --- - - Human Resource Development Quarterly, Volume 29, Issue 3, Page 193-202, Fall 2018.
  

  June 27, 2018   doi: 10.1002/hrdq.21313   open full text
• Identifying latent profiles in work‐to‐family conflict and family‐to‐work conflict.
  Yunsoo Lee.
  Human Resource Development Quarterly. June 21, 2018
  --- - |2 From the perspective of a person‐centered approach, the purpose of this study is to identify and analyze latent profiles of employees according to the employees' levels of work‐to‐family conflict (WFC) and family‐to‐work conflict using latent‐profile analysis. This study utilized work, family, and health study (WFHS) data compiled from 823 employees at select Fortune 500 information technology (IT) companies. The data were examined using multinomial logistic regression analysis to determine whether individuals could be grouped into certain profiles according to their demographic characteristics. The group differences in the outcome variables of the WFC were also considered using the analysis of variance technique. The results suggest that HR/HRD professionals should consider how various types and intensities of conflicts combine to influence employees and should deploy this information when designing strategies and interventions to reduce WFCs. - Human Resource Development Quarterly, Volume 29, Issue 3, Page 203-217, Fall 2018.
  

  June 21, 2018   doi: 10.1002/hrdq.21312   open full text
• Leadership development for undergraduate students at U.S. universities: The case for HRD research and practice.
  K. Peter Kuchinke, Alexandre Ardichvili, Lisa Wocken, Jaekyo Seo, Witsinee Bovornusvakool.
  Human Resource Development Quarterly. March 12, 2018
  --- - |2 The development of leaders and building of leadership capacity are central concerns of HRD research and practice, yet the large and high‐impact area of leadership education provided by U.S. universities to undergraduate students is missing from the domain literature. Over the past 20 years, leadership education has become a common feature at universities and colleges in the United States and is experiencing strong demand and institutional support. Leadership development operates in parallel to the traditional curriculum shaping the career trajectories of university graduates and adding to the talent pool of hiring organizations. This article outlines the status of university‐based leadership education in the United States, offers a critical assessment, and highlights areas in need of investigation and scholarship of relevance to HRD. - Human Resource Development Quarterly, EarlyView.
  

  March 12, 2018   doi: 10.1002/hrdq.21309   open full text
• Current status and promising directions for research on the learning organization.
  Karen E. Watkins, Kyoungshin Kim.
  Human Resource Development Quarterly. October 05, 2017
  This article examines the state of research on the learning organization in the field of HRD and future directions that hold promise for enriching our understanding of organizational learning and the learning organization. The article differentiates these two streams of research and explores areas where one body of research may be useful to the other. The article draws heavily on studies using the Dimensions of a Learning Organization Questionnaire (DLOQ©). Emerging work testing cross‐cultural validity and levels of analysis, as well as social network analyses, shows promise in deepening our understanding of the construct. Finally, a case is made for the need for studies of learning organization interventions in order to continue to test the usefulness of the construct of a learning organization for HRD practitioners.

  October 05, 2017   doi: 10.1002/hrdq.21293   open full text
• Beyond the Single Organization: Inside Insights From Gaining Access for Large Multiorganization Survey HRD Research.
  Mark N. K. Saunders, David E. Gray, Alexandra Bristow.
  Human Resource Development Quarterly. May 10, 2017
  Gaining physical access to potential respondents is crucial to human resource development (HRD) survey research. Yet a review of the HRD, human resource management, and best‐selling business and management research methods texts in the United States, and United Kingdom reveals that, even where the process of gaining access is discussed and its cruciality stressed, inside accounts and insights regarding the daunting and problematic nature and its impact on data collected are rarely emphasized. More specialist methods literature, although outlining some potential issues, again offers few insights into the actual realities likely to be faced in the real world. Consideration of recent articles in HRD journals highlights also that, despite the widespread use of surveys, often via the Internet, such issues of physical access are rarely mentioned, reporting at best merely summarizing from whom and how data were obtained. We speak to this problem by offering two inside accounts of multiorganization research studies utilizing a survey strategy and Internet questionnaire, where gaining access to people across a large number of organizations threw up many challenges. These accounts offer clear insights into the issues and implications for rigor associated with gaining access when undertaking Internet surveys using both purchased lists (databases) and volunteer panels. In particular, they highlight the importance of recognizing that gaining access is often problematic, and provide a context for our recommendations for research practice, thereby assisting the mitigation of potential problems.

  May 10, 2017   doi: 10.1002/hrdq.21285   open full text
• The State of Transfer of Training Research: Moving Toward More Consumer‐Centric Inquiry.
  Timothy T. Baldwin, J. Kevin Ford, Brian D. Blume.
  Human Resource Development Quarterly. February 10, 2017
  Over the past 30 years, there has been an explosion of research in the human resource development (HRD) literature devoted to transfer of training ‐ and much has been learned. Yet despite recent demands for evidence‐based practice, too little of the science of transfer is informing professionals in their design and execution of training initiatives. We offer three broad prescriptions for moving future transfer research toward more consumer‐centric outcomes: (1) systematically report more and richer information related to the trainees, trainers, and organizational contexts under study; (2) focus explicitly on the optimization of transfer ‐ not just learning; and (3) expand the measurement and reporting of transfer outcomes. We conclude with a general call for transfer scholars to adopt a more consumer‐centric mind‐set where studies are designed with an eye to informing training interventions of greatest frequency and importance to contemporary organizations and training practitioners.

  February 10, 2017   doi: 10.1002/hrdq.21278   open full text
• Learning Leadership: The Five Fundamentals of Becoming an Exemplary Leader.
  Reviewed By Hona Amer.
  Human Resource Development Quarterly. November 24, 2016
  --- - - Human Resource Development Quarterly, EarlyView.
  

  November 24, 2016   doi: 10.1002/hrdq.21277   open full text
• Problematizing HRD in SMEs: A “Critical” Exploration of Context, Informality, and Empirical Realities.
  Ciara T. Nolan, Thomas N. Garavan.
  Human Resource Development Quarterly. July 27, 2016
  Small and medium‐sized enterprises (SMEs) represent the backbone of the global economy and therefore are an integral part of the HRD research agenda. The HRD literature has predominantly focused on both large firms and formal practices, and as a consequence HRD in SMEs is considered deficient. In this article, we question these assumptions by invoking Mingers’ (2000) “four aspects of being critical” framework. We argue that the current knowledge base is flawed as research has not moved beyond the deficiency model to explore, accommodate, and explain HRD in the SME setting. The role of SME context and informality is insufficiently conceptualized in the literature. We make theoretical and methodological recommendations to advance HRD research.

  July 27, 2016   doi: 10.1002/hrdq.21261   open full text
• The Effects of Different Behavioral Goals on Transfer from a Management Development Program.
  Travor C. Brown, Amy M. Warren, Vipul Khattar.
  Human Resource Development Quarterly. May 18, 2016
  The present field study examined transfer from a training program that focused on interpersonal skills for public‐sector management development participants (n = 172). Using a quasi‐experimental design, participants were assigned to one of three behavioral conditions (behavioral outcome goals, behavioral specific goals, rank‐ordered behavioral goals) or a comparison do‐your‐best condition. Transfer was assessed using a self‐report survey, self‐BOS (behavioral observation scale) ratings, and workplace observer (median = 4) BOS ratings. Overall, the results suggest that the management development program was effective. Self‐efficacy and transfer (self‐BOS ratings) scores, across all conditions, were higher post‐program relative to pre‐program. Post‐program self‐BOS ratings revealed that behavioral outcome goals increased transfer relative to the other two forms of behavioral goals. Behavioral specific goals reduced transfer, as assessed by workplace observer BOS ratings, relative to all other study conditions. There was no evidence that either form of behavioral goals was superior to do‐your‐best.

  May 18, 2016   doi: 10.1002/hrdq.21257   open full text
• Social Competence in Small Firms—Fostering Workplace Learning and Performance.
  Thomas Lans, Frans Verhees, Jos Verstegen.
  Human Resource Development Quarterly. April 08, 2016
  While it is widely accepted that social networks are key to small‐firm success, detailed studies on the specific contribution of owner‐managers’ social competence to learning and performance are scarce. In this article, the importance of owner‐managers’ social competence was explored in a specific, innovative small‐firm sector in the Netherlands: the agri‐food sector. This was done by means of a qualitative (n = 13) and quantitative (n = 556) study. In the qualitative study, the two social competence domains most frequently cited and employed in entrepreneurial workplace learning practices were a social learning orientation and the ability to interact with strategic social partners. The quantitative study illustrated that social competence, overall, influences small‐firm performance significantly. However, the relationships between social competence and small‐firm performance seem to depend on the specific strategies that owner‐managers pursue. In particular, this research supports the idea of social competence being an important driver of success for specific small‐firm strategies and for the ongoing development of existing and new capabilities. As such, it underlines the importance of the capability‐driven approach to HRD in the small‐firm context. This, in turn, has implications for small‐firm support programs.

  April 08, 2016   doi: 10.1002/hrdq.21254   open full text
• Diversity Training Programme Outcomes: A Systematic Review.
  Hussain Alhejji, Thomas Garavan, Ronan Carbery, Fergal O'Brien, David McGuire.
  Human Resource Development Quarterly. September 21, 2015
  This article analyzes the scholarship on diversity‐training outcomes utilizing a systematic literature review (SLR) and provide insights for future research. The article advances our understanding of diversity‐training outcomes through the integration of three perspectives: the business case, learning, and social justice perspectives. The SLR revealed: (a) a literature that is fragmented and diverse in terms of publication outlets; (b) researchers conduct diversity‐training outcomes research in a diverse range or organizations, sectors, cultural and training contexts; (c) studies primarily reflect the business case or learning perspectives; and (d) existing studies have significant methodological limitations. We argue the need for future research to adopt multiple perspectives ensure better cross‐fertilization of perspectives and make use of more sophisticated methodologies.

  September 21, 2015   doi: 10.1002/hrdq.21221   open full text
• Developing and Applying a New Instrument for Microanalysis of the Coaching Process: The Coaching Process Q‐Set.
  Tatiana Bachkirova, Jonathan Sibley, Adrian Christopher Myers.
  Human Resource Development Quarterly. August 25, 2015
  This paper presents the results of a project aimed at the development and the use of an instrument designed to identify differences and similarities across coaching approaches at the level of a specific coaching session. 41 professional coaches described one of their typical coaching sessions using this instrument and found it comprehensive. Q‐mode Factor analysis suggests that there was one overarching shared viewpoint about the way a mid‐engagement coaching session is typically facilitated. This suggests that there may be considerable similarities in how coaching is actually practiced in spite of the existence of a variety of coaching traditions, genres and contexts in which coaching takes place, leading to one extended conceptual definition of coaching. We suggest that the tool makes possible a number of research projects, allows a clearer understanding of services typically provided by contracted coaches and assists in self‐evaluation of professional and ‘on‐the‐job’ types of coaching.

  August 25, 2015   doi: 10.1002/hrdq.21215   open full text
• Organizational Attitudes as Precursors to Training Performance.
  Sungjun Kim, Huh‐Jung Hahn, Jinkyu Lee.
  Human Resource Development Quarterly. August 25, 2015
  In most prior research on training and development, employees’ attitudes toward their organization have been viewed as consequences of training interventions rather than as antecedents. This study asserts that affective organizational commitment and organizational identification are performance predictors of training designed to directly address the collective interests of the organization. Additionally, we expected that organizational identification has a stronger positive effect on training performance than does organizational commitment. To test these hypotheses, the independent variables were measured in 149 trainees prior to the beginning of the training program. Observers’ ratings of behavioral performance were evaluated as the training outcome using an assessment center method. The analysis showed that organizational identification significantly predicts training performance, whereas organizational commitment does not.

  August 25, 2015   doi: 10.1002/hrdq.21218   open full text
• Employees’ Perceived Use of Leader Power and Implications for Affect and Work Intentions.
  Drea Zigarmi, Taylor Peyton Roberts, W. Alan Randolph.
  Human Resource Development Quarterly. August 25, 2015
  The concept of power in organizations has been studied at both the macro level (analyses of structural systems or policies) and at the micro level (individual perceptions). In this study, we examine employee perceptions of their leader's use of power at the individual/psychological level. Applying social cognitive theory, employee perceptions of their leader's use of various forms of power were explored in relationship to employees’ negative or positive affect and corresponding work intentions. Structural equation modeling was used to examine data from 651 employees. Positive and negative affect mediated employees’ perceptions of their managers’ use of various power bases and five work intentions: intentions to perform, to endorse the organization and its leadership, to stay in the organization, to use discretionary effort, and to be an organizational citizen. Implications for practice and future research are discussed.

  August 25, 2015   doi: 10.1002/hrdq.21216   open full text
• Learning Transfer in Practice: A Qualitative Study of Medical Professionals’ Perspectives.
  Myungweon Choi, Kathryn Roulston.
  Human Resource Development Quarterly. June 22, 2015
  This article explores how medical professionals’ understanding of their own profession relates to their learning transfer. Based on qualitative interviews with medical professionals participating in a mind–body medicine training program, we examined the rationales provided by medical professionals for their decisions on whether to integrate new learning in their current and future clinical practice. The findings show that medical professionals’ beliefs and values about the profession of medicine and knowledge of the wider healthcare system affect their decisions concerning applying what they had learned in practice. Specifically, (a) medical professionals’ prior beliefs and developing understandings of the purpose of the profession, (b) their prior beliefs and developing understandings of good clinical practice, and (c) their understandings of clinical practice as a marketplace geared to client satisfaction and regulated by the healthcare system are critical to understanding how they decided to transfer what they had learned and to make changes in their practices. Based on the findings, implications for research and practice are proposed.

  June 22, 2015   doi: 10.1002/hrdq.21209   open full text
• Measuring the Business Impact of Employee Learning: A View From the Professional Services Sector.
  Shahron Williams van Rooij, Jerusalem Merkebu.
  Human Resource Development Quarterly. June 22, 2015
  Although the HRD literature is fairly consistent in affirming the recognition that employee learning is critical to organizational performance, there has been little agreement about how best to demonstrate the contribution of employee learning to the organization's bottom line, with approaches varying from industry to industry and from organization to organization. Focusing on the professional services sector, an industry sector that has garnered little attention in terms of HRD measurement research, this paper draws on the analytical techniques from Grounded Theory to explore how 15 professional service firm (PSF) decision‐makers who are responsible for their firm's learning and development strategy measure the business impact of professional employee learning. The outcome of this study is a preliminary theory, grounded in the interview data, that explains what learning opportunities are offered to professional employees and why, how the business impact of professional employee learning is measured, and how PSF decision‐makers use those business outcome measures to make decisions. The unifying theme emerging from the study is Win Rate, a composite of multiple quantitative measures that include direct as well as indirect contributors to the firm's bottom line. Implications of our findings for HRD research and practice are also addressed.

  June 22, 2015   doi: 10.1002/hrdq.21211   open full text
• The Invisible Learning Ceiling: Informal Learning Among Preschool Teachers and Assistants in a Norwegian Kindergarten.
  Vidar Schei, Ida Nerbø.
  Human Resource Development Quarterly. June 18, 2015
  Individuals and society invest ever‐increasing resources in formal educational programs. However, informal workplace learning may be an effective alternative source for enhancing competencies, but, unfortunately, our knowledge about informal learning is still limited. We extend the research on informal learning to the unexplored occupational group of kindergarten employees. Our research questions pertain to identifying activities that lead to informal learning, to conditions that promote or prevent such learning, and to differences between two groups of employees (preschool teachers and assistants). We used a qualitative case‐study approach and conducted semistructured, in‐depth interviews in a Norwegian kindergarten. The data indicated that the participants were involved in a variety of learning activities. However, preschool teachers and assistants differed regarding the conditions for informal learning, with assistants perceiving greater barriers to learning in the workplace. We argue that the assistants are easily trapped in situations in which further learning is difficult, and, paradoxically, those employees with the lowest formal education also seem to be disfavored with regard to informal learning. Clever organization of the work and careful leadership might be key actions to break through this invisible learning ceiling.

  June 18, 2015   doi: 10.1002/hrdq.21213   open full text
• Psychological Capital Intervention (PCI): A Replication and Extension.
  Silvia Dello Russo, Petya Stoykova.
  Human Resource Development Quarterly. June 18, 2015
  Psychological Capital (PsyCap) is a positive individual characteristic, and its malleability and openness to development have made it the focus of considerable attention in recent years. A training procedure for improving individuals’ PsyCap has been advanced and tested by Luthans and colleagues in a North American sample. The purpose of the current study was to generalize the effectiveness of the PsyCap Intervention (Luthans, Avey, Avolio, Norman, & Combs, 2006) when conducted by different trainers (i.e., replication), and to explore its longer term effects (i.e., extension). We trained a pooled sample ( N = 40) of students and professionals in Bulgaria and conducted a one‐month follow‐up assessment of PsyCap in order to examine the durability of the training effects. The statistical analyses revealed significant improvements in the overall PsyCap after training as well as in each of its four dimensions, namely, self‐efficacy, hope, resilience, and optimism; remarkably, these improvements remained stable over one month, attesting to the durability of the training effects in the samples of both students and professionals. These results contribute to the accrual of scientific knowledge on a theory‐driven and evidence‐based HRD intervention.

  June 18, 2015   doi: 10.1002/hrdq.21212   open full text
• What Do the Next 25 Years Hold for HRD Research in Areas of Our Interest?
  Darlene Russ‐Eft, Karen E. Watkins, Victoria J. Marsick, Ronald L. Jacobs, Gary N. McLean.
  Human Resource Development Quarterly. March 19, 2014
  This invited feature article presents the perspectives of five highly recognized and influential HRD Scholars who are also past and present leaders within the Academy of Human Resource Development. These scholars were asked to reflect on the past and present of research in an area of their interest and expertise and they have each offered projections for the next 25 years of HRD Research in their respective areas.

  March 19, 2014   doi: 10.1002/hrdq.21180   open full text
• The Organizational Context and Performance Implications of Human Capital Investment Variability.
  Mousumi Bhattacharya, D. Harold Doty, Thomas Garavan.
  Human Resource Development Quarterly. March 19, 2014
  In contrast to the traditional focus of HRD on human capital accumulations we examine the issue of variability in human capital investment. Drawing on Real Options Theory, we theorize that larger firms and firms that are faced with greater organizational risk will create a greater number of options in terms of human capital investment decisions resulting over time in greater variability in labor costs. Based on a large sample of U.S. firms and longitudinal data, we found that labor cost variability was positively related to organizational risk and firm size, but negatively related to capital intensity. These relationships were significant even after controlling for employment variability. Overall, we found that in the long term, firms with greater variability in labor costs achieved better performance. Implications for strategic HRD theory and practice are discussed.

  March 19, 2014   doi: 10.1002/hrdq.21182   open full text
• Assessing the Influence of Managerial Coaching on Employee Outcomes.
  Sewon Kim.
  Human Resource Development Quarterly. March 19, 2014
  The present study investigates relationships between managerial coaching behavior and employee role clarity, attitude, and performance‐related responses. Using data from a sample of 234 South Korean employees in a private conglomerate, structural equation modeling analysis was conducted to test the hypothesized conceptual model. The results found support for the proposed model and core structural relations, such that managerial coaching had a direct impact on employee role clarity and satisfaction with work and an indirect impact on satisfaction with work via role clarity, organization commitment via satisfaction with work, and job performance via role clarity. The study provides empirical evidence for managerial coaching effectiveness, the identification of mediating mechanisms between managerial coaching and employee work‐related outcomes, and finally cultural contexts and perspectives to managerial coaching practice. Implications of these results for theory and practice and directions for future research are discussed.

  March 19, 2014   doi: 10.1002/hrdq.21175   open full text
• Informal Workplace Learning in Austrian Banks: The Influence of Learning Approach, Leadership Style, and Organizational Learning Culture on Managers' Learning Outcomes.
  Dominik Froehlich, Mien Segers, Piet Van den Bossche.
  Human Resource Development Quarterly. March 19, 2014
  Informal workplace learning takes an increasingly focal role in human resource development (HRD) practice and research, as it contributes to or ganizations' adaptability and competitiveness. However, little is known about how individual managers' approaches to learning and contextual influences such as leadership and organizational learning culture influence learning outcomes. This study narrows these gaps by examining the relationship between learning approaches, experienced leadership style, organizational learning culture, and learning outcomes among 143 Austrian bank managers in a cross‐sectional, quantitative questionnaire study. Results show that the choice of learning approach significantly affects several conceptualizations of learning outcome. Moreover, we have found that learning approaches partially mediate the effects of experienced leadership style on learning outcomes. Also, organizational learning culture moderates the effects of leadership style and learning approaches. These findings call for further research of the process and outcome of informal workplace learning and imply a need for greater awareness of both individuals' learning approaches and contextual influences of the learning process in practice.

  March 19, 2014   doi: 10.1002/hrdq.21173   open full text
• The Contrasting Effects of Coaching Style on Task Performance: The Mediating Roles of Subjective Task Complexity and Self‐Set Goal.
  Ray Tak‐yin Hui, Christina Sue‐Chan, Robert E. Wood.
  Human Resource Development Quarterly. December 10, 2013
  The effects of two coaching styles, one guidance and one facilitation, on the performance of coached and transfer tasks were examined in an experimental study. With the aim of improving and enhancing individual performance, guidance coaching entails the coach as a role model, delivering clear expectations and feedback about how to improve in a directive manner, while facilitation coaching involves the coach's helping the individual to explore and evaluate the task and self‐developing the correct responses for improving performance. Tests of the mediating effects of self‐set goals, which are defined as desired levels of performance to be attained on a task, and subjective task complexity, which is defined as an individual's perception of the complexity of a task, on the coaching style–performance relationship were also conducted. Participants (n = 127) were coached in the use of two software programs, PowerPoint and Excel 2007. The results showed that guidance coaching is more effective for improving coached task performance than facilitation coaching, while facilitation coaching is more effective for improving transfer task performance than guidance coaching. Subjective task complexity and self‐set performance goals mediated the effects of coaching style on the performance of both coached and transfer tasks. Implications for theory and managerial practice are discussed.

  December 10, 2013   doi: 10.1002/hrdq.21170   open full text
• The Influence of Passion and Work–Life Thoughts on Work Satisfaction.
  Sara Thorgren, Joakim Wincent, Charlotta Sirén.
  Human Resource Development Quarterly. December 10, 2013
  The Dualistic Model of Passion has gained increasing attention in social psychology in the past decade. Besides defining passion as “a strong inclination or desire toward an activity that one likes, finds important, and in which one invests time and energy” (Vallerand et al., 2003, p. 757), it acknowledges two types of passion, harmonious and obsessive, which develop according to how individuals internalize an activity in their self‐concept. A growing body of empirical research, particularly in nonwork settings, has demonstrated that harmonious passion and obsessive passion have distinct outcomes. As such, this two‐dimensional passion construct may be particularly useful for developing a more comprehensive understanding of how individuals engage with work compared to the existing one‐dimensional constructs of job engagement used in organizational literature. The present study develops hypotheses and tests the direct effect of harmonious and obsessive passion with work satisfaction. It also aims to develop theory by connecting the dualistic passion approach with work–life conflict; in doing so, it tests how individuals' off‐task thoughts at work and on‐task thoughts off work may mediate this relationship. Using a quantitative survey, the hypotheses are tested on a random sample of individuals engaged in business start‐ups in Sweden. Whereas harmonious passion exhibits a direct effect with work satisfaction, obsessive passion exhibits an indirect effect through on‐task thoughts off work with work satisfaction.

  December 10, 2013   doi: 10.1002/hrdq.21172   open full text
• Quality‐Related HR Practices, Organizational Ethics, and Positive Work Attitudes: Implications for HRD.
  Sean Valentine, David Hollingworth, Clare A. Francis.
  Human Resource Development Quarterly. December 10, 2013
  Existing research suggests that human resource (HR) practices and corporate ethics, both of which are orchestrated through human resource development (HRD), enhance employees' work attitudes. Consequently, this study examined the degree to which employees' perception of organizational ethics mediates the relationship between their perceptions of quality‐related HR practices and work attitudes. Results obtained from structural equation modeling of data acquired from 187 professionals in a financial services firm showed full mediation. Stronger perceptions of quality‐related HR practices were associated with increased perceptions of organizational ethics, and stronger perceptions of organizational ethics were associated with more positive work attitudes. The results suggest that quality‐based HR practices can be used in companies to advance an ethical context, ultimately yielding more favorable work attitudes.

  December 10, 2013   doi: 10.1002/hrdq.21169   open full text
• Learning About Managing the Business in the Hospitality Industry.
  Li Li, David E. Gray, Andrew John Lockwood, Dimitrios Buhalis.
  Human Resource Development Quarterly. December 10, 2013
  This research examines the learning experiences of general managers (GMs) in the hospitality industry, a sector much neglected in terms of research into management learning and human resource development. Our research focused on four large hospitality organizations (two hotels and two contract catering companies) and adopted an approach that integrates multiple data collection strategies in supporting our qualitative case studies. Data were collected by using document analysis plus detailed, qualitative interviews with 21 general managers, of whom 7 were subsequently observed at work and observation notes generated. Data analysis revealed that the participants learned to manage the business primarily through experience, a process consisting of four key stages: Being Challenged, Information Searching, Information Transformation, and Testing. Reflective thinking plays a central role in their learning, taking the form of “actions” involving association, integration and validation, and of “products” involving content, process and context reflections. We argue that the way hospitality managers learn, while sharing the learning approaches taken by other professionals, differs in that these managers' learning is more highly contextualized.

  December 10, 2013   doi: 10.1002/hrdq.21171   open full text
• The Role of Perceived External Prestige in Predicting Customer‐Oriented Citizenship Behaviors.
  Dae‐seok Kang, Kenneth R. Bartlett.
  Human Resource Development Quarterly. September 16, 2013
  Increased attention on the relationships between customer service training and organizational results is prompting human resource development (HRD) scholars and practitioners to more broadly consider outcomes. This study examined the role of perceived external prestige, an underexplored area in the service excellence literature. We proposed that employee perceptions of organizational prestige relate positively with customer‐oriented citizenship behaviors (COCBs). In the perceived external prestige–COCBs relationship, we also explored the mediating role of psychological empowerment, as well as the moderating effect of organization‐based self‐esteem (OBSE) and leader–member exchange (LMX). Valid and reliable self‐report and supervisory evaluation measures were collected from a sample of employees from luxury hotels in South Korea. The results indicate that perceived external prestige was a significant predictor for service employees' citizenship performance and the perceived reputation impact was indirect through psychological empowerment. The study also identified LMX as a key precondition for service organizations to engage employees in customer‐oriented behaviors beyond formal role. In discussing these results, we present significant insights in terms of reputation management as a motivational and competitive strategy to be included in HRD practices focused on customer service.

  September 16, 2013   doi: 10.1002/hrdq.21165   open full text
• Developing Customers as Partial Employees: Predictors and Outcomes of Customer Performance in a Services Context.
  Jonathon R. B. Halbesleben, Oliver K. Stoutner.
  Human Resource Development Quarterly. September 16, 2013
  Scholars within the field of HRD have acknowledged the need for more research in services contexts, particularly a consideration of how customers might be developed as human resources in service exchanges. To that end, this research investigates the antecedents and consequences of customer performance within the context of service exchanges. With a matched sample of service providers and customers (n = 164 pairs, 328 total participants), we found that customer–service provider fit was related to customer performance, which was associated with outcomes for the customer (satisfaction and loyalty) and the service provider (greater satisfaction and commitment). We offer a discussion of the implications of this research for human resource strategies aimed at developing customers in service firms.

  September 16, 2013   doi: 10.1002/hrdq.21167   open full text
• Making a Change: The Role of External Coaches in School‐Based Communities of Practice.
  Anysia P. Mayer, Robin S. Grenier, Larisa Warhol, Morgaen Donaldson.
  Human Resource Development Quarterly. September 16, 2013
  External coaches, provided by intermediary organizations, are being utilized to support and develop principals, teachers, and schools and bring about substantive change through communities of practice (CoPs). These coaches provide an external perspective and are integral to the reform process. HRD recognizes the value of coaching in organizational improvement and change, yet understanding the use of external coaches in CoP is lacking in the literature. This article seeks to address this gap by presenting the results from a qualitative case study exploring the roles and experiences of three coaches, in seven elementary–middle schools implementing the Together Initiative (TI) school reform. Researchers' fieldwork consisted of informal site visits and 155 formal interviews with stakeholders involved in the Together Initiative, a reform aimed at improving urban public schools. This study provides a new context for understanding the role of coaching in supporting organizational change.

  September 16, 2013   doi: 10.1002/hrdq.21164   open full text
• Toward a British Taxonomy of Perceived Managerial and Leadership Effectiveness.
  Robert G. Hamlin, Alf Hatton.
  Human Resource Development Quarterly. September 16, 2013
  A long‐standing problem in management research has been the lack of agreement about the specific managerial behaviors that are most closely associated with effective management practice and leadership practice. The study reports the results of a qualitative multiple cross‐case and cross‐sector exploration of what managers and nonmanagerial employees within British public‐, private‐, and third‐sector organizations perceive as effective and least effective/ineffective managerial behavior. Based on empirical findings obtained from nine prior emic replication studies, our derived etic comparative analysis has led to a deduced taxonomy of perceived managerial and leadership effectiveness comprised of eight positive (effective) and six negative (least effective/ineffective) generic behavioral criteria. Comparisons against extant U.S.‐derived taxonomies have revealed many similarities but also significant differences. The findings go against the grain of predominant discourse, and challenge long‐held, taken‐for‐granted assumptions about the “contingent” nature of management and leadership. Implications for HRD research and practice are discussed.

  September 16, 2013   doi: 10.1002/hrdq.21163   open full text
• To Infinity and Beyond: Using a Narrative Approach to Identify Training Needs for Unknown and Dynamic Situations.
  Alison M. Dachner, Brian M. Saxton, Raymond A. Noe, Kathryn E. Keeton.
  Human Resource Development Quarterly. June 13, 2013
  Training effectiveness depends on conducting a thorough needs assessment. Traditional needs assessment methods are insufficient for today's business environment characterized by rapid pace, risk, and uncertainty. To overcome the deficiencies of traditional needs assessment methods, a narrative‐based unstructured interview approach with subject matter experts (SMEs) is proposed for dynamic jobs in uncertain environments. First, the rationale for a narrative approach to training needs assessment is presented. Second, the utility of a narrative approach is examined using SME interviews from National Aeronautics and Space Administration (NASA) to identify crew training needs for a future long duration mission. Third, the value of a narrative approach and importance of training are discussed with respect to the NASA interview results along with managerial and theoretical implications.

  June 13, 2013   doi: 10.1002/hrdq.21160   open full text
• What Does an Executive Coaching Intervention Add Beyond Facilitated Multisource Feedback? Effects on Leader Self‐Ratings and Perceived Effectiveness.
  Levi R. G. Nieminen, Ryan Smerek, Lindsey Kotrba, Daniel Denison.
  Human Resource Development Quarterly. June 13, 2013
  Multisource ratings and feedback are now central components of many leader development programs. Research evaluating the outcomes of multisource feedback (MSF) underscores the importance of facilitation strategies that help leaders to interpret and use their feedback throughout the development process. Scholars and practitioners have recommended executive coaching as one such facilitation strategy. However, there is little empirical basis to substantiate the benefits of executive coaching beyond other less costly strategies, most notably feedback workshops with groups of leaders. This quasi‐experiment followed 469 managers from a large government agency participating in a 15‐month leader development program. Changes over time in MSF ratings of leadership behaviors and effectiveness were compared for two groups of leaders. The first group of uncoached managers participated in a feedback workshop shortly after the premeasure MSF, and the second group participated in the feedback workshop plus several sessions with an executive coach thereafter. Results indicated that managers in both groups improved similarly as rated by direct reports, peers, and supervisors, whereas only those managers who received the executive coaching improved according to self‐ratings. Specifically, the executive coaching intervention had a unique positive effect on managers' self‐rated involvement, consistency, and mission‐focused leadership behaviors. These findings are discussed in light of “psychometric” and self‐efficacy perspectives, and in relation to exploratory regression analyses linking managers' self‐ratings to others' ratings of their effectiveness at the conclusion of the program.

  June 13, 2013   doi: 10.1002/hrdq.21152   open full text
• Organizational Support for Action Learning in South Korean Organizations.
  Yonjoo Cho, Toby Egan.
  Human Resource Development Quarterly. June 13, 2013
  The purpose of this study was (1) to examine the impact of organizational support on employee learning and performance and (2) to elaborate on the context of organizational support for action learning in South Korean organizations. For this inquiry, two central questions were posed: What are employee reactions to organizational support for action learning? And what are key elements of organizational support for action learning? Framed by organizational support theory (OST), this study involved a mixed methods research design, including (1) a survey involving 268 action learning participants and their supervisors from 28 participating companies asked to report their perceptions of their organizations' support of action learning and (2) one‐on‐one, semistructured interviews with 34 HR managers and executives aimed at elaborating on the nature of support for action learning in their organization. Study findings support OST and indicate that South Korean organizations support action learning in a variety of ways and that such support was a critical factor in the success of their action learning efforts.

  June 13, 2013   doi: 10.1002/hrdq.21154   open full text
• Individual and Contextual Inhibitors of Sexual Harassment Training Motivation.
  Benjamin M. Walsh, Timothy J. Bauerle, Vicki J. Magley.
  Human Resource Development Quarterly. June 13, 2013
  Studies have evaluated the outcomes of sexual harassment training, but considerably less research has focused on variables that influence sexual harassment training effectiveness. To address this need, we developed and tested a model of individual and contextual inhibitors of sexual harassment training motivation to learn. Survey data collected from male and female participants across three time points were used to test the mediating role of pessimism about sexual harassment change in the relationship between sexual harassment myth endorsement and motivation to learn, as well as the moderating role of organizational tolerance for sexual harassment on the relation between sexual harassment myth endorsement and pessimism. Results were consistent with the hypotheses, and exploratory analyses also revealed unhypothesized sex differences. The strengths and limitations of the study, implications for practitioners, and directions for future research are discussed.

  June 13, 2013   doi: 10.1002/hrdq.21158   open full text