Human Resource Development Review recent issues

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.

Frustration-Instigated Career Decisions: A Theoretical Exploration of the Role of Frustration in Career Decisions

Young, A. M. — Thu, 08 Oct 2009 04:22:23 PDT

From a career decision-making perspective, frustration may be an important catalyst for career change. Literature is discussed and used to develop propositions that present perceived frustration, not just as a state of discomfort but as an impetus for career change. Self-perception and achievement need are presented in relation to frustration to speculate about specific career decisions that might be enacted in a state of frustration. A framework is developed to represent career decisions based on proposed relationships. Implications are discussed for human resource development specialists, managers, and employees and suggestions are presented for conducting future research.

Beyond Engagement:Toward a Framework and Operational Definition for Employee Work Passion

Zigarmi, D., Nimon, K., Houson, D., Witt, D., Diehl, J. — Thu, 08 Oct 2009 04:22:23 PDT

The purpose of this article is to respond to the lack of consistency in the academic and practitioner literature regarding the construct of employee engagement and to offer a platform for the research and use of a refined construct called employee work passion. This article analyzes the differences between the concepts of engagement of the two groups of writers and proposes a new definition and framework based on social cognitive theory. Three recommendations are made for human resource development researchers and practitioners who seek to improve both the data and the strategies used in constructing engagement or work passion surveys. Engagement or passion surveys should (a) specifically and convincingly assess the affective components of the appraisal process, (b) differentiate descriptive cognitions and intentions, and (c) separate and corroborate intentions from behaviors.

How Groups Learn:The Role of Communication Patterns, Cue Recognition, Context Facility, and Cultural Intelligence

Silberstang, J., London, M. — Thu, 08 Oct 2009 04:22:23 PDT

This article explores the role of group learning by focusing on how intragroup communication patterns (implicit and explicit) influence learning readiness dimensions (cue recognition, context facility, and cultural intelligence), which in turn influences the group’s ability to learn and the type of leaning that occurs. Groups with high levels of cue recognition, context facility, and cultural intelligence are more likely to discuss difficult issues and decide whether and how much the group needs to learn than groups with low levels. Communication patterns and learning readiness contribute to adaptive, generative, and transformative learning, fostering the type of learning that is most beneficial for the group at the time. Human resource development professionals can help groups improve their communication patterns and thus strengthen learning readiness and enhance their ability to effectively communicate, learn, and reach their goals.

The Challenges of Collaborative Knowledge Creation in Open Innovation Teams

Du Chatenier, E., Verstegen, J. A.A.M., Biemans, H. J.A., Mulder, M., Omta, O. — Thu, 08 Oct 2009 04:22:23 PDT

In open innovation teams, people from different organizations work together to develop new products, services, or markets. This organizational diversity can positively influence collaborative knowledge creation but can frustrate and obstruct the process as well. To increase the success rates of open innovation, it is vital to learn how individuals create knowledge in open innovation teams and the problems they face. However, HRD research on this topic is still lacking. This article reviews the literature in HRD, organizational, and learning sciences, describing how individuals interact when creating knowledge collaboratively, and gives an overview of the challenges with collaborative knowledge creation in open innovation teams. The article ends with a discussion and conclusion, and implications for further research.

Accountability in Training Transfer: Adapting Schlenker's Model of Responsibility to a Persistent but Solvable Problem

Burke, L. A., Saks, A. M. — Thu, 08 Oct 2009 04:22:23 PDT

Decades have been spent studying training transfer in organizational environments in recognition of a transfer problem in organizations. Theoretical models of various antecedents, empirical studies of transfer interventions, and studies of best practices have all been advanced to address this continued problem. Yet a solution may not be so elusive. This paper spotlights the crucial role of accountability in solving the transfer problem by applying the theoretical lens of Schlenker ’s pyramid of accountability. A conceptual framework is advanced and implications for future research and practice are discussed. Recommendations for practice include conducting a training transfer accountability audit to determine where and for whom accountability lapses exist in an organization, developing and clearly communicating prescriptions and expectations for training transfer for each stakeholder group, and evaluating training transfer outcomes across training programs.

Integrative Literature Review: Motivation to Transfer Training: An Integrative Literature Review

Gegenfurtner, A., Veermans, K., Festner, D., Gruber, H. — Thu, 08 Oct 2009 04:22:23 PDT

Motivation to transfer is essential for the transfer of training. Without motivation, newly acquired knowledge and skills will not be applied at work. The purpose of this integrative literature review is to summarize, critique, and synthesize past transfer motivation research and to offer directions for future investigations. First, seven contributions of past research are presented in an attempt to understand antecedents, correlates, and consequences of motivation to transfer. Second, an alternative view that complements and extends current approaches is discussed, and its implications for future studies investigating employees’ motivation for training application on the job are outlined.

Erratum

Thu, 08 Oct 2009 04:22:23 PDT

Zheng W., Qu Q. & Yang B. 2009. Toward a Theory of Organizational Cultural Evolution, Human Resource Development Review, 8(2): 151-173. DOI:10.1177/1534484309333619 In the article Toward a Theory of Organizational Cultural Evolution, Figure 1 appeared with an error. The correct figure is reproduced here.

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

Jacobs, R. L., Park, Y. — Fri, 15 May 2009 13:52:32 PDT

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, — Fri, 15 May 2009 13:52:32 PDT

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. — Fri, 15 May 2009 13:52:32 PDT

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. — Fri, 15 May 2009 13:52:32 PDT

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. — Fri, 15 May 2009 13:52:32 PDT

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. — Fri, 15 May 2009 13:52:32 PDT

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.

The Adoption and Diffusion of an NHRD Standard: A Conceptual Framework

Murphy, A., Garavan, T. N. — Tue, 07 Apr 2009 01:37:36 PDT

This article proposes a conceptual framework to explain the adoption and diffusion of a national human resource development (NHRD) standard. NHRD standards are used by governments to promote training and development in organizations and increase the professionalization of practices used by organizations. Institutional theory suggests that adoption and diffusion of HRD practices can be explained using a number of institutional concepts such as structural equivalence, social cohesion, and normative and mimetic isomorphism. Social cohesion and structural equivalence create normative and mimetic pressure, which results in increased adoption and diffusion. We highlight other organizational characteristics that explain adoption and diffusion, and also the implications for both theory and research.

Exploring the Strategic Role of Human Resource Development in Organizational Crisis Management

Jia Wang, , Hutchins, H. M., Garavan, T. N. — Tue, 07 Apr 2009 01:37:36 PDT

Crisis management has been a largely overlooked territory in human resource development (HRD) despite the increasingly recognized impact of organizational crises on the individual and organizational performance. This article explores the strategic role of HRD in the context of organizational crisis management using Garavan's strategic HRD model as a guiding framework to understand the various ways in which HRD can build crisis management capability in organizations. The authors apply various components of the model to the crisis management context and integrate ideas from both sets of literatures. The authors offer specific guidelines for HRD practitioners regarding how to align strategic human resource development focus, orientation, and strategies with the organization's overall crisis management efforts and identify areas for further research.

Postmodernism and HRD Theory: Current Status and Prospects

Han, H., Kuchinke, K. P., Boulay, D. A. — Tue, 07 Apr 2009 01:37:36 PDT

With posttraditionalism and postmodern frames of reference firmly established in social theory and many of the applied social sciences, including management, the question of the role of postmodernism in human resource development (HRD) theory needs to be asked. The purpose of the article is to explicate the contribution of postmodernism to HRD, distinguish posttraditionalism from the recently emerged stream of critical perspectives on HRD, and to argue for the contribution of postmodern readings of HRD theory to better understand the complex landscape of contemporary organizations, employees, and learning and development functions. Starting with a historical analysis of the meaning of the Enlightenment, and various modernist perspectives, the article describes the central tenets of postmodern theory and their implications for the theory and practice of HRD and argue for its important role in broadening and enriching the field of HRD.

Critiquing Human Resource Development's Dominant Masculine Rationality and Evaluating Its Impact

Bierema, L. L. — Tue, 07 Apr 2009 01:37:36 PDT

The purpose of this article is to critique human resource development's (HRD) dominant philosophy, practices, and research; illustrate how they negatively affect women HRD practitioners and recipients; and recommend alternative conceptualizations of the field. This article is grounded in a critical feminist theoretical framework, draws on critical theory and critical management studies, and is inspired by the author's ongoing disenchantment HRD's overreliance on "performative" ideas and practices.

Integrative Literature Reviews: Heterodox Economics, Social Capital, and HRD: Moving Beyond the Limits of the Neoclassical Paradigm

Storberg-Walker, J. — Tue, 07 Apr 2009 01:37:36 PDT

Social capital concepts and theories have brought about an evolution of thinking in the field of economics and expanded the boundaries that traditionally separated economics and other social science disciplines. Traditional (e.g., neoclassical) economics with its relatively undersocialized view of human nature—where individuals are seen as autonomous, rational decision makers—has had to develop new ways of understanding how "the social" influences affect economic behavior. Much of the theorizing around social capital has actually evolved from disciplines outside of economics, which has led to a truly multidisciplinary and evolving theoretical base. This article examines the most highly cited social capital theories, identifies their economic foundations, and analyzes how economic theories have been incorporated into the development of alternative social capital theories. It is then examine how heterodox economics might potentially influence HRD and suggest that a more nuanced understanding of the theoretical foundations of social capital will generate better and more diverse HRD theories and practices.

Literature Reviews, Conceptual Frameworks, and Theoretical Frameworks: Terms, Functions, and Distinctions

Rocco, T. S., Plakhotnik, M. S. — Tue, 07 Apr 2009 01:37:36 PDT

This essay starts with a discussion of the literature review, theoretical framework, and conceptual framework as components of a manuscript. This discussion includes similarities and distinctions among these components and their relation to other sections of a manuscript such as the problem statement, discussion, and implications. The essay concludes with an overview of the literature review, theoretical framework, and conceptual framework as separate types of manuscripts. Understanding similarities and differences among the literature review, theoretical framework, and conceptual framework can help novice and experienced researchers in organizing, conceptualizing, and conducting their research, whether qualitative, quantitative, or mixed-methods.