The role of HR in leadership development

2019 ◽  
Vol 33 (5) ◽  
pp. 20-23
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Performance Management ◽  
Empirical Studies ◽  
Management Training ◽  
Training And Development ◽  
Content Type ◽  
Business Environments ◽  
Leadership Capability ◽  
Recruitment Performance

Purpose Business environments have become more complex, dynamic, and uncertain in the past few decades. To navigate this complexity, organizations need to enhance their competitiveness, improve performance, and build leadership. Though leadership contributes to strategic advantage, the challenge for human resources (HR) to build the next generation of leaders remains. This has sparked the need for practitioners to understand the role of HR in enhancing leadership capability. Design/methodology/approach Using qualitative analysis and practitioner insights, this paper contributes to the understanding of the role of HR in leadership development. Findings The study proposes the HR PACE model for the role of HR in leadership development. Practical implications This study has potentially significant implications for HR, leadership development scholars, and practitioners while designing and implementing leadership development in organizations. Originality/value While empirical studies on how HR practices of recruitment, performance management, training, and development impact organizations exist, there are rare studies assessing the role of HR in leadership development. This study examines the role of HR in leadership development.

A competency framework for contractual workers of manufacturing sector

2019 ◽  
Vol 51 (3) ◽  
pp. 152-164 ◽  
Author(s):  
Musarrat Shaheen ◽  
MD Sikandar Azam ◽  
Mahesh Kumar Soma ◽  
T. Jagan Mohan Kumar
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Manufacturing Sector ◽  
Empirical Studies ◽  
Training And Development ◽  
Content Type ◽  
Competency Based ◽  
And Performance ◽  
Recruitment And Selection ◽  
Depth Interviews

PurposeThe purpose of this paper is to develop a competency dictionary and model for contractual workers of the steel manufacturing sector of India.Design/methodology/approachIn-depth interviews with 30 supervisors and behavioral events interviews (BEIs) with 40 contractual workers were conducted to identify and validate the competencies of the contractual workers.FindingsThe competencies identified are arranged according to the similarity and dissimilarity between it under three broad categories of competencies, i.e., knowledge, skills and attitudes. These categories are used to develop a competency dictionary which has behavioral indicators, and a framework that can be used to map and evaluate the competencies.Practical implicationsThe competency dictionary and the framework developed in the present study will assist human resource practitioners in implementing competency-based human resource processes such as recruitment and selection, training and development and performance management for the contractual workers in the manufacturing sector.Originality/valueThe present study is among the few empirical studies that provide a competency dictionary and a framework of contractual workers in the manufacturing sector of India.

scholarly journals Personality traits, social support, and training transfer

2018 ◽  
Vol 47 (1) ◽  
pp. 39-59 ◽  
Author(s):  
Kueh Hua Ng ◽  
Rusli Ahmad
Keyword(s):  
Social Support ◽  
Personality Traits ◽  
Human Resource Development ◽  
Organizational Support ◽  
Empirical Studies ◽  
Management Training ◽  
Training Transfer ◽  
Situational Factors ◽  
Content Type

Purpose Substantially few or no known empirical studies have explicitly focused on the higher-order construct of motivation in human resource development (HRD), namely, motivation to improve work through learning (MTIWL) as a mediator linking personality traits and social support to training transfer. Hence, the purpose of this paper is to redress the inadequacy by exploring the role of MTIWL as a mediator on such relationships. Design/methodology/approach Consistent with positivism, quantitative data based on self-rating were collected from 131 trainees attending management training programs organized by a public sector training provider in Malaysia. Findings The findings indicate that personality traits (i.e. conscientiousness, extraversion, and agreeableness) and social support (i.e. perceived organizational support and peer support) influenced training transfer via the mediating role of MTIWL. Supervisor support, nonetheless, was not a significant predictor of training transfer through MTIWL. Originality/value This study focuses on a more holistic motivational construct than simple motivation in HRD. The focus on MTIWL extends the existing understanding of the underlying motivational influences that link dispositional and situational factors to training transfer in occupational settings.

scholarly journals AHP IN PERSONNEL MANAGEMENT: CAN THE KEY COMPETENCIES CHANGE WITH COMPANY’S STRATEGY?

2016 ◽  
Vol 8 (1) ◽  
Author(s):  
Katerina Kashi
Keyword(s):  
Performance Management ◽  
Succession Planning ◽  
Human Resources Management ◽  
Management Training ◽  
Training And Development ◽  
Competency Models ◽  
Key Competencies ◽  
Development And Utilization ◽  
Top Manager ◽  
Recruitment Performance

<p>Many companies today use competency models in human resources management. Well-designed competency models can be used by the company in many ways. They can aid human resource management in the following ways: recruitment, performance management, training and development, recognition and awards, compensation and succession planning. The main aim of this article is to determine key competencies for a top manager in a middle size automotive company. Firstly, the paper begins with a description of competency models and their development and utilization. Next, the competencies are decomposed so that AHP can be used for their evaluation, and weights are computed according to AHP methodology for individual competencies. Then, individual competencies are ranked in order of importance. Further, the author compared the current key competencies rankings with results from last year  to see if there have been any changes in the rankings as a result of changes in the company’s strategy.</p>

Translating sustainability strategies into performance: does sustainability performance management matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ruzita Jusoh ◽  
Yazkhiruni Yahya ◽  
Suria Zainuddin ◽  
Kaveh Asiaei
Keyword(s):  
Performance Management ◽  
Resource Constraints ◽  
Corporate Sustainability ◽  
Content Type ◽  
Sustainability Performance ◽  
Mediating Role ◽  
Management Accountants ◽  
Accounting Control ◽  
Indirect Relationship

Purpose Drawing on the natural resource-based view (NRBV) of the firm, this study aims to investigate the mediating role of sustainability performance management (SPM) practices in the relationship between corporate sustainability strategy (SS) and sustainability performance (SP). The conceptualization of SS and SPM practices follow the NRBV resources and capabilities to promote sustainability for competitiveness. Design/methodology/approach Data for the study were collected through a questionnaire from 114 small-medium to large organizations within environmentally sensitive industries operating in Malaysia. Findings The results indicate the indirect relationship between SS and SP through SPM practices. The results suggest that SS can only be realized through a broader management accounting control system (such as SPM practices) that provides information to generate, analyze and control environmental, social, economic and governance performance. Practical implications As some organizations may face their resource constraints, this study may help managers and management accountants prioritize their focus on SS and adopt the necessary SPM practices to enhance their SP. Originality/value This study sheds new light on the role of the SPM practices adopted by firms to manage their SS.

Drivers, types and value outcomes of customer-to-customer interaction

2018 ◽  
Vol 28 (6) ◽  
pp. 710-732 ◽  
Author(s):  
Kristina Heinonen ◽  
Elina Jaakkola ◽  
Irina Neganova
Keyword(s):  
Customer Value ◽  
Empirical Studies ◽  
Service Research ◽  
Future Research ◽  
Content Type ◽  
Integrative Framework ◽  
Customer Interaction ◽  
Interaction Research ◽  
Practical Implications

PurposeCustomer-to-customer (C2C) interaction plays a significant role in service. The purpose of this paper is to identify the drivers that motivate customers to interact with other customers, the interactions through which customers affect other customers and the value outcomes of C2C interactions for the participants.Design/methodology/approachThe paper is based on a systematic literature review of C2C interactions. The authors analyzed 142 peer-reviewed articles to synthesize existing knowledge about C2C interactions. A generic value framework is used to categorize earlier research and reveal areas for further research.FindingsThe main outcome of this study is an integrative framework of C2C interaction that bridges C2C interactions and customer value. The findings indicate customer-, firm- and situation-induced drivers of C2C interactions. Outcome- and process-focused C2C interactions are identified to result in functional, emotional and social value outcomes. Avenues for additional research to explore issues related to current technology-saturated service settings are proposed.Research limitations/implicationsThe paper proposes an agenda for future research to extend the C2C interaction research domain and explore how such interactions create value for the customer. The role of the service provider is not explicitly addressed but is an important area for further research.Practical implicationsCompanies can use the framework to understand how they can become involved in and support beneficial C2C interaction.Originality/valueThis paper reviews empirical studies on C2C interaction, offering a systematic review of C2C interaction and producing an integrative framework of C2C interaction. It identifies a research agenda based on the framework and on topical issues within service research and practice.

scholarly journals E- HRM Practices in the IT Industry with Special Reference to the State of Karnataka

2019 ◽  
Vol 8 (3S3) ◽  
pp. 249-253
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Training And Development ◽  
It Industry ◽  
Performance Management Systems ◽  
The Face ◽  
Self Service ◽  
Employee Self Service ◽  
Different Levels

Human resource management is constantly evolving into a technology-based service provider to their employees. In today’s organizations, employees see the face of HR as an Intranet portal rather than a human on the other side. This transformation of Human Resource services through technology is now being coined as E-HRM or electronic human resource. The Use of E-HRM in today’s Organizations, are in many function areas such as training and development, performance management systems, hiring and employee self-service. Organisations who adopt HR technology tools outperform those that do not. Interestingly early on the HR department was the last recipient of IT benefits in any organization, it started from keeping the database of the employees. In the present scenario employees are considered as the strategic partners of the organization and the use of high-end software have changed the face of HR departments and a new term has been coined as E-HRM. This present paper tries to evaluate the role of E-HRM in IT companies and also to measure the acceptance and effectiveness of the same at the different levels of management.

Ninety days convert recruits into hosts at Edwardian Group London

2014 ◽  
Vol 22 (2) ◽  
pp. 15-18
Keyword(s):  
Crucial Role ◽  
Design Methodology ◽  
Training And Development ◽  
Social Implications ◽  
Content Type ◽  
The Future ◽  
First 90 Days ◽  
Practical Implications

Purpose – Describes the various approaches taken to training and development at Edwardian Group London, a group of hotels. Design/methodology/approach – Examines the reasons for the training, the form it takes and the results it has achieved. Findings – Emphasizes the importance the company attaches to training in the first 90 days of an employee's tenure, when recruits receive general induction training plus training specific to their area of operation. Practical implications – Outlines how the company spots and develops its managers of the future. Social implications – Highlights the crucial role of training in ensuring that hotel guests have the best possible stay. Originality/value – Provides a thorough examination of the various forms of training at Edwardian Group London.

Reflections from the field (mountain, cityscape and park): walking for management development and links to being-in-the world, belonging and “Ba”

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arthur F. Turner ◽  
Gareth Edwards ◽  
Catherine Latham ◽  
Harriet Shortt
Keyword(s):  
Leadership Development ◽  
Management Development ◽  
Learning And Development ◽  
Content Type ◽  
Personal Story ◽  
The World ◽  
Effective Use ◽  
The Impact ◽  
First Time

PurposeThe purpose of this paper, based on reflections from practice, is to shed light on the realities of using walking as a tool for learning and development. This is done through an initial analysis of longitudinal reflective data spanning seven years and connecting these reflections to the concepts: being-in-the-world, belonging and Ba.Design/methodology/approachThis research takes a practice based phenomenological and reflective approach. The value of this approach is to seek a new understanding, through three distinct conceptual frames, of the effective use of walking within management development.FindingsThe findings connect three conceptual approaches of being-in-the-world, belonging and “Ba” to the practicalities of delivery, thus encouraging practitioners and designers to deeply reflect on the role of walking in management development.Research limitations/implicationsA limitation is that this is largely a personal story exploring the impact of an intuitively developed set of interventions. Despite this, the paper represents a unique and deep interpretation of walking as a mechanism for management development.Practical implicationsThe paper concludes with three recommendations to practitioners wanting to use walking in management development programmes. These are: facilitators need to be familiar with their surroundings; they should look for spaces and places where participants can connect and build relationships; and organisers and sponsors need to recognise how walking not only consolidates knowledge but can help create knowledge too.Originality/valueThis is a unique, seven-year longitudinal study that broadens the theoretical focus of walking as a mechanism for management and leadership development that combines the theoretical lenses of being-in-the-world, belonging and “Ba”, the authors believe, for the first time in research on management development.

Addressing the problem of global leadership theory: proposing a cognitive process model for leadership training and development

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jeffrey McClellan
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Cognitive Process ◽  
Process Model ◽  
Leadership Competencies ◽  
Training And Development ◽  
Global Leadership ◽  
Leadership Theory ◽  
Development Study ◽  
Content Type

Purpose The application of leadership theory to training and development in international leadership contexts is burdened by the idealistic, western-centric, prescriptive nature of many leadership theories. Consequently, theories are needed that are culturally neutral, descriptive and practically applicable to the culturally diverse contexts in which leadership interaction takes place. To this end, the cognitive process model of (Denis et al., 2012) leadership was developed to facilitate leadership development study in a variety of cultural contexts. The model is based on how the human brain functions at its most basic level in leadership situations across cultures and outlines basic principles of leadership associated with these functions. These principles include awareness, decision-making, attention, relationship building, communication and action. This study aims to discuss this model and how it can be used as a framework for doing leadership training and development study in international settings. Design/methodology/approach This paper is conceptual in nature and uses psychological studies on brain function as a foundation for developing a process model of leadership. Findings In contrast the cognitive process model of leadership provides a foundation for understanding what is truly universal when it comes to leadership activities by examining what happens in the brain in any given leadership moment. It then provides a framework for promoting the development of leadership competencies that are essential to practicing the principles and competencies and applying them as one takes action in specific leadership moments at the self, interpersonal, group and team, organizational and social and political community levels. Research limitations/implications The paper has implications for the content, structure and process of leadership development study in relation to training and coaching. Practical implications This model makes it possible to identify how to provide training and education in relation to leadership competencies by identifying which aspects of the competencies are universal and which are situational or culture dependent. Originality/value This study is an original paper exploring the application of this model in the context of global leadership training and development.

Study shows significant influence of HRD to shape and inspire CSR and sustainability initiatives

2021 ◽  
Vol 29 (2) ◽  
pp. 37-39
Keyword(s):  
Performance Management ◽  
Design Methodology ◽  
Life Balance ◽  
Content Type ◽  
The World ◽  
Sustainability Initiatives ◽  
Campbell Soup ◽  
Equity And Inclusion

Purpose The authors wrote their study in response to the pressures businesses face today to behave responsibly. More than 90% of the largest 250 MNCs in the world, they said, disclose information about various aspects of their CSR and sustainability. Meanwhile, HRD practices play a significant role in the design and effectiveness of these initiatives. Design/methodology/approach The authors conducted an analysis of the contents of CR reports to detect themes. They used a list of the top 100 CSR companies in the 2016 Global CSR Rep Trak 100. Overall, 55 reports were included from 23 large MNCs in 17 industries and 10 countries across Europe, Asia and North America. Household names included BMW, Campbell Soup, Dell, FedEx, Nike, Visa, Sony, Honda, Samsung, LEGO, Air Canada, Hilton Worldwide, and Fujifilm. Findings Initial analysis showed that seven areas of HRD work were the most important in supporting CSR and sustainability agendas. They were (1) Diversity, equity and inclusion. (2) Community engagement. (3) Work-life balance. (4) Employee long-term growth and development. (5) Performance management. (6) Business ethics and ethical culture and (7) Raising CSR awareness. Originality/value The study addressed two fundamental questions: First, what is the role of HRD in CSR and sustainability as portrayed in CR reports? Second, what areas of HRD work are highlighted in CR reports as important in the context of CSR and sustainability?

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