Human Resource Development Review current issue

Action Learning Research: A Systematic Review and Conceptual Framework

Cho, Y., Marshall Egan, T. — Wed, 18 Nov 2009 20:59:29 PST

Despite considerable interest in action learning, no systematic investigation of action learning literature has been reported. Two purposes of this study are (a) to systematically access and examine recent empirical studies on action learning and related themes using Garrard’s Matrix Method for reviewing literature (the review of the literature covered an 8-year period from 2000 to 2007; 50 studies have been selected based on the search criteria) and (b) based on Revans’s proposition regarding the need for a conceptual and practical balance between action and learning, to categorize empirical studies into action-oriented, learning-oriented, and balanced action learning. Studies selected from the systematic literature review process are highlighted, and Revans’s balance issue and the quality of select studies are discussed. A conceptual framework for the future studies of action learning, key concluding themes, and the limitations of the study are also articulated.

Internal Versus External Control of Reinforcement: A Review of the Locus of Control Construct

Kormanik, M. B., Rocco, T. S. — Wed, 18 Nov 2009 20:59:29 PST

One aspect of personality, perceptions of internal versus external control of reinforcement, shifts under conditions of change.This review of the literature examines the relationship between planned organizational change and locus of control. The review includes literature from the disciplines of clinical and social psychology, adult development, education and learning theory, business and management, and human resource development (HRD). The discussion closes with implications for HRD theory building, research, and practice.

Dependent Narcissism, Organizational Learning, and Human Resource Development

Godkin, L., Allcorn, S. — Wed, 18 Nov 2009 20:59:29 PST

Narcissistic leadership can benefit organizational performance. Aberrant narcissism can destroy the psychosocial health of groups, limiting performance. This article examines Dependent Organizational Disorder, a common form of narcissism, which infects leadership, thwarts performance, and interrupts organizational learning. Dependent Organizational Disorder is juxtaposed with interruptions in organizational learning and a model illustrating the possible relationship between them is presented. Implications for human resource development are drawn.

Caring as a Managerial Strategy

Kroth, M., Keeler, C. — Wed, 18 Nov 2009 20:59:29 PST

The purpose of this article is to broaden the discourse about caring as a managerial strategy by describing caring from three perspectives: nursing, education, and management. The authors suggest that current organizational models inadequately address the caring connection between manager and employee. Definitions of managerial caring and care building are offered. A model, the Recursive Model of Manager—Employee Caring, is proposed and discussed. Potential lines of inquiry associated with the model and implications for HRD are reviewed.