Team Learning and the Human Resource Development/Human Resource Management Interface

2021 ◽  
pp. 153448432110626
Author(s):  
Manuel London
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Team Learning ◽  
Readiness To Change ◽  
Future Research ◽  
Self Awareness ◽  
Environmental Pressures ◽  
Research And Practice ◽  
Team Interactions ◽  
20Th Anniversary

This editorial reviews my work on team learning published in HRDR, celebrating the 20th anniversary of the journal. The articles conceptualized the value and need for member expansiveness; team’s and individual members’ readiness to change; and the effects of environmental pressures for adaptive, generative, and transformative team learning. I conclude this review with directions for future research and practice in HRD and HRM to support changing conditions, collective self-awareness, and variations in team interactions using advancing technologies.

Examining the Link Between Corporate Social Responsibility and Human Resources: Implications for HRD Research and Practice

2020 ◽  
Vol 19 (2) ◽  
pp. 183-211 ◽  
Author(s):  
Soebin Jang ◽  
Alexandre Ardichvili
Keyword(s):  
Corporate Social Responsibility ◽  
Leadership Development ◽  
Social Responsibility ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Future Research ◽  
Development Education ◽  
Research And Practice ◽  
Corporate Social

This integrative literature review examines the links between corporate social responsibility (CSR) and human resources (HR). We review and closely examine three bodies of literature that discuss the CSR-HR link: (a) the CSR literature, (b) the human resource management (HRM) literature, and (c) the human resource development (HRD) literature. Our review suggests that although CSR and HR are closely interrelated, there is currently a lack of developmental perspectives underlying the CSR-HR link. Thus, based on our review of theoretical and empirical research, we point to four main areas in which HRD may play an important role in promoting CSR in organizations, including leadership development, education and training, culture change, and fostering critical reflection. Our findings underline the increasing relevance of CSR to the field of HR including HRM and HRD, and provide implications for HRD research and practice, along with recommendations for future research.

Integrating Research and Practice: Looking Back

2017 ◽  
Vol 19 (3) ◽  
pp. 219-231 ◽  
Author(s):  
Jia Wang
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Applied Field ◽  
Real Life ◽  
Resource Development ◽  
Research And Practice ◽  
Viable Solution ◽  
Scholarly Practice ◽  
Applied Fields ◽  
Looking Back

The Problem The divide between research and practice has long been recognized by both scholars and practitioners in multiple applied fields, including our field of human resource development (HRD). Significant amount of energy has been devoted to identify ways to bridge the gap, yet the divide has remained noticeably wide. Developing scholar-practitioners is considered a viable solution, yet how to prepare them is not quite so clear. The Solution This issue provides an actionable plan by drawing upon the firsthand experiences and real-life examples from those who have successfully crossed the two worlds. By focusing on the how-to, this issue provides a tool box for multiple parties. The Stakeholders Three groups of stakeholders will benefit directly from this issue, scholar-practitioners, practitioners seeking scholarly practice, and scholars desiring to ground their research in practice. This issue will also benefit organizations, intermediaries, and HRD as an applied field.

Strategic Human Resource Development Alignment

2016 ◽  
pp. 85-100
Author(s):  
Ann Herd ◽  
Meera Alagaraja
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Critical Role ◽  
Resource Development ◽  
Future Research ◽  
Global Marketplace ◽  
Strategic Objectives ◽  
Organizational Learning Culture ◽  
Proposed Model ◽  
And Performance

The critical role of human resource development (HRD) in helping organizations identify and meet their strategic objectives in today's competitive and ever-changing global marketplace is increasingly being recognized by both scholars and practitioners. While many HRD scholars have examined the importance of HRD alignment with the organization's strategic objectives, there exist few conceptualizations of this alignment from the employee's perspective. Drawing on strategic HRD and management “line of sight” literature, the purpose of this chapter is to explore the theoretical conceptualization and a proposed model of employee perceptions of the strategic alignment of HRD in their organizations. Strategic HRD alignment from the employee's perspective is explored, and future research directions are discussed, in relation to strategic HRD, organizational learning culture, perceived investment in employee development, and performance-related outcomes for which HRD scholar-practitioners strive in their quest to facilitate organizational strategic objectives.

Increasing Self-Advocacy for Secondary Students With Disabilities: Evaluating Effects of ME!

Inclusion ◽  
2018 ◽  
Vol 6 (3) ◽  
pp. 194-207
Author(s):  
Valerie L. Mazzotti ◽  
Dawn A. Rowe ◽  
Jennifer C. Wall ◽  
Katie E. Bradley
Keyword(s):  
Students With Disabilities ◽  
Secondary Students ◽  
Functional Relation ◽  
Self Determination ◽  
Future Research ◽  
Self Awareness ◽  
Self Advocacy ◽  
Knowledge And Skills ◽  
Research And Practice

Abstract Self-determination skills are a critical skill set that may increase the likelihood of students with disabilities attaining positive inclusive experiences in school that lead to inclusion into society. Although a number of self-determination curricula exist, there is limited research that evaluates the effectiveness of the ME! curriculum for improving secondary students with disabilities' self-advocacy knowledge and skills. The purpose of this study was to examine the effects of the ME! on self-advocacy and self-awareness knowledge and skills for secondary students with disabilities. Results demonstrated a functional relation between the ME! and participants' knowledge of ME! content. All participants showed increased participation during posttransition planning meetings. Findings support use of the ME! for enhancing students' self-advocacy and self-awareness knowledge and skills and generalizing that knowledge to authentic, inclusive contexts. Limitations and implications for future research and practice are discussed.

Cultural-Historical Activity Theory’s Relevance to HRD: A Review and Application

2017 ◽  
Vol 16 (2) ◽  
pp. 135-157 ◽  
Author(s):  
Oleksandr Tkachenko ◽  
Alexandre Ardichvili
Keyword(s):  
Systems Theory ◽  
Activity Theory ◽  
Human Resource Development ◽  
Human Resource ◽  
Open Systems ◽  
Design Science ◽  
Cultural Historical Activity Theory ◽  
Research And Practice ◽  
Historical Activity ◽  
Cultural Historical Activity

In light of recent calls to embrace multilevel, nonlinear, and open systems perspectives for theorizing and practicing human resource development (HRD), this article reviews key tenets of cultural-historical activity theory (CHAT) and its applications as relevant to HRD. Specifically, the article discusses the four areas where the usage of CHAT could inform HRD scholarship: (a) systems theory and thinking in HRD, (b) HRD and learning, (c) HRD as design science, and (d) the interplay between research and practice in HRD. Recommendations for further developing CHAT applications in HRD research and practice are provided.

Self-Compassion and Resilience at Work: A Practice-Oriented Review

2020 ◽  
Vol 22 (4) ◽  
pp. 437-452
Author(s):  
Jade-Isis Lefebvre ◽  
Francesco Montani ◽  
François Courcy
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Evidence Based ◽  
Self Awareness ◽  
Personal Factors ◽  
Self Compassion ◽  
Experience Of Stress ◽  
The Individual ◽  
Human Resource Developers

The Problem A key challenge for human resource development (HRD) scholars and practitioners is to understand the individual competences that can be trained and developed to enhance employee resilience at work. Empirical evidence has been accumulated on the benefits of self-compassion—that is, a set of malleable states that can be developed through HRD interventions—for individual resilience, as well as on the factors that can strengthen self-compassion in organizations. Nonetheless, limited efforts have been devoted to translate this critical scientific knowledge into evidence-based, practical insights that could guide the implementation of effective human resource development practices to develop self-compassion and, thereby, increase resilience in organizations. The Solution This article presents a practice-oriented literature review of the benefits of self-compassion for resilience at work. The relationship between self-compassion and resilience at work, as well as the specific workplace factors that foster growth are outlined for practical implications in the workplace. Facilitators are identified as (1) personal factors (i.e., experience of stress and level of self-awareness), (2) contemplative trainings, and (3) leadership styles and listening styles. This article provides evidence-based practical recommendations for the implementation of these factors and of self-compassion in organizations for increased resilience. The Stakeholders Stakeholders of this practice-oriented review are employees (especially those exposed to highly stressful job conditions) and their leaders, human resource developers in charge of setting the development of training and developmental processes to enhance self-compassion and resilience, and HRD research scholars interested in advancing current literature on self-compassion and resilience at work.

A Theoretical Literature Review on Adaptive Structuration Theory as Its Relevance to Human Resource Development

2019 ◽  
Vol 21 (3) ◽  
pp. 289-302
Author(s):  
John R. Turner ◽  
Mark Morris ◽  
Imonitie Atamenwan
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
New Technologies ◽  
Structuration Theory ◽  
Resource Development ◽  
Structural Features ◽  
Future Research ◽  
Change Initiatives ◽  
Adaptive Structuration Theory ◽  
Adaptive Structuration

The Problem Adaptive structuration theory (AST) has had little to no attention within the human resource development (HRD) literature. It is important for HRD scholars and scholar-practitioners to be concerned with how new technology initiatives impact both the individual and the organization, equally. Unfortunately, new technologies are often introduced with no consideration of its utility to the agents expected to use these new technologies, causing incompatibilities and productivity losses. The Solution AST views the duality of structure between an organization’s structural features and its human agents. This perspective enables human agents when implementing new technologies and organizational change initiatives. Also, AST provides HRD scholars and scholar-practitioners with new insight into the interactions that take place during these change initiatives, providing support for current and future research efforts. The Stakeholders It would be beneficial for HRD scholars and scholar-practitioners involved with designing, evaluating, implementing, or managing technology in the workplace.

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