Human Resource Development Review current issue

A Proposed Conceptual Framework of Workplace Learning: Implications for Theory Development and Research in Human Resource Development

Jacobs, R. L., Park, Y. — 2009-05-15

There is common agreement about the importance of workplace learning. Discussions about the topic have mostly focused on two major components: formal training and informal learning. These components have become the defining features of workplace learning. This article proposes a conceptual framework of workplace learning that is comprised of the interaction of three variables: 1) the location of the learning; 2) the extent of planning that has been invested in developing and delivering the learning experiences; and, 3) the role of the trainer, facilitator, or others during the learning process. The need for the proposed framework stems from two concerns. First, formal training and informal learning represent incompatible levels of discourse, making it difficult to have a cohesive understanding of workplace learning. Second, workplace learning appear to exclude a large segment of HRD practice, particularly when formal training programs occur in the work setting.

Toward a Theory of Organizational Cultural Evolution

Wei Zheng, , Qing Qu, , Baiyin Yang, — 2009-05-15

This article proposes a theoretical framework for elucidating how organizational culture evolves as an organization goes through its life cycle. This framework reveals that as the organization goes through its life stages of start-up, growth, maturity, and revival, organizational culture evolves through corresponding mechanisms of inspiration, implantation, negotiation, and transformation. This framework contributes to the literature on the dynamic view of culture. This article suggests that human resource development professionals need to be perceptive of the life stages of their organizations and intentionally leverage different cultural mechanisms to respond to critical organizational needs.

Organizational Skills for a Corporate Citizen: Policy Analysis

Stolz, I., Mclean, G. N. — 2009-05-15

In a globalized world of retreating nation states and governments, corporations find themselves in the middle of society. A new organizational skill set is needed that enables corporations to position themselves as corporate citizens. It is the purpose of this study to identify a best practice to develop these organizational skills based on a policy analysis. The implementation of process structures is proposed as a best practice, and a 10-step approach for implementation is outlined. Also, implications for the field of human resource development and future research are discussed when considering issues of corporate responsibility and citizenship.

Building Internal Motivation for Worker Competency Certifications: A Critique and Proposal

Fertig, J., Zeitz, G., Blau, G. — 2009-05-15

Though not extensively researched, third-party employee competency certifications are increasingly important to organizations. Certifications are double-edged: they may serve to reduce transaction costs, enhance performance, and foster employee development; but they can also be used as "credentials" to gain prestige, rewards, or influence. The authors suggest that excessive use for this latter purpose can undermine their contribution to performance. In this article, a strategy to counter this tendency is proposed. Drawing on "self-determination theory" and Hackman—Oldham's job design theory, two propositions are developed (a) certifications acquired and used primarily for "internalized" reasons are more likely to lead to ongoing learning, improved performance, and employee development; and (b) strategies are available to organizations, occupations, and certifying bodies to present certifications in such a way as to encourage internal motivations. The article ends with suggestions for future research.

Integrative Literature Review: Ethical Business Cultures: A Literature Review and Implications for HRD

Ardichvili, A., Jondle, D. — 2009-05-15

This literature review identifies characteristics of ethical business cultures, describes factors, considered to be important in developing such cultures, describes current practices of developing ethical culture programs, and discusses the role of HRD in developing ethical business cultures. We argue that ethical thinking and behavior can be learned and internalized as a result of work-based interpretive interactions, and this learning process constitutes an important part of organizational learning. Therefore, to help the organization develop an ethical culture, HRD needs to play a key role in several interrelated activities which include: culture change efforts, focused on the creation of conditions, conducive to ethical behaviors; creation of a dynamic program of ethical training for employees on all levels of the organization; and development of up-to-date codes of ethics.

Understanding the HRD Role in MNCs:The Imperatives of Social Capital and Networking

Gubbins, C., Garavan, T. N. — 2009-05-15

In an era of increasing global competition, it is argued that knowledge and skills are the key sources of competitive advantage. This places the human resource development (HRD) function in a situation of increased status and power, if HRD professionals adopt roles in a way that adds "value" and facilitates achievement of competitive advantage. Multinational corporations (MNCs) are ensconced in this dynamic, increasingly competitive and global environment, even more so than domestic organizations. This provides opportunities for HRD professionals to demonstrate their ability to "deliver value" by reconceptualizing their role as "strategic" or business partners. To engage in such roles, it is evident that social capital is of increasing importance to HRD professionals, and hence the imperativeness of developing social networking competency. This article analyzes the implications of the MNC context for the roles of HRD professionals. It discusses how this context influences and changes their roles and how those roles are organized. Drawing from this discussion, it explores the emergence and increasing importance of social networking competency for HRD professional's efforts at successfully engaged in new roles.