Employment mismatch from a distributive justice perspective

2020 ◽  
Vol 44 (8/9) ◽  
pp. 829-845
Author(s):  
Xinyi Bian
Keyword(s):  
Social Justice ◽  
Education Reform ◽  
Distributive Justice ◽  
Human Resource Development ◽  
Individual Development ◽  
Employment Relations ◽  
Justice Theory ◽  
Content Type ◽  
Different Populations ◽  
Hrd Professionals

Purpose Employment mismatch is a significant problem in many countries. However, little conceptualization research has been conducted on employment mismatch from a social justice perspective. The purpose of this study is to shed light on social justice issues that have been obscured in the human resource development (HRD) literature through the lens of the distributive justice theory. Design/methodology/approach This study first reviews the literature to identify the gaps in employment mismatch research by reviewing three relevant bodies of literature: education mismatch, immigrant mismatch and disability mismatch. It then provides a new conceptualization of employment mismatch by examining employment mismatch through the lens of Rawls’ (1971) distributive justice theory. Findings The author proposed a framework of healthy employment relations using the constructs of social system design, moral guidance, education reform and individual development. Implications were proposed for research and practice. Originality/value The new framework of healthy employment approaches employment mismatch from four aspects embraced by the distributive justice theory. This model can assist HRD professionals and policymakers in responding to the employment mismatch of different populations.

Career indecision: an integrative review and research agenda

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xinyi Bian
Keyword(s):  
Human Resource Development ◽  
Design Methodology ◽  
Career Indecision ◽  
Integrative Review ◽  
Initial Attempt ◽  
Content Type ◽  
The Past ◽  
Current Review ◽  
Analytical Review ◽  
Hrd Professionals

Purpose The current review sought to bring light to the issue of an underexplored career phenomenon – career indecision. Career indecision is a significant developmental stage in one’s career life and has been a prominent topic in vocational psychology research in the past decades. However, it has received scant scholarly attention in the human resource development (HRD) field. Besides, the career indecision literature, in general, is lacking theoretical refinement and analytical review. The present study aims to stimulate HRD scholars’ interests by providing an introductory context for understanding the richness and potentialities of researching career indecision in the HRD area. Design/methodology/approach To address the gap, the author conducted an integrative review (Torraco, 2005, 2016) of 60 peer-reviewed articles and synthesized the existing knowledge of career indecision. More importantly, antecedent and outcome factors associated with career indecision were identified and analyzed. Findings A nomological network about career indecision was provided. Besides, the results of the integrative review revealed several omissions in the career indecision literature. Building upon that, implications for HRD research and practice are presented and discussed. Originality/value As an initial attempt to synthesize career indecision literature, this study sought to stimulate HRD professionals’ interest in examining this underexplored career phenomenon.

Embracing the sobering reality of technological influences on jobs, employment and human resource development

2018 ◽  
Vol 42 (7/8) ◽  
pp. 400-416 ◽  
Author(s):  
Szufang Chuang ◽  
Carroll Marion Graham
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Design Methodology ◽  
Resource Development ◽  
Comprehensive Review ◽  
Content Type ◽  
Technological Unemployment ◽  
Human Skills ◽  
Hrd Professionals ◽  
Work Structure

PurposeThis paper aims to provide a sobering and unique view of technological unemployment and job changes by identifying endangered jobs and skills, as well as the essential up-skills critical to employees’ performance, which cannot be replaced by technology.Design/methodology/approachA systematic literature review, used because it is replicable, transparent, and scientific, was implemented to examine the current and future technological influences on employment, job outlook, work structure, and human resource development (HRD).FindingsThe study concludes that HRD professionals should promptly reexamine their social responsibility relative to the technological influence on workers by focusing developmental efforts on employees’ human skills while assisting workers’ transition to a skill-polarized workplace. HRD professionals should play a major role in facilitating employees’ coexistence with robots in the workplace.Originality/valueWhile recognizing the valuable contributions of previous researchers with similar concerns, this comprehensive review provides an amalgamated and updated view, which reveals the escalating and combined challenges of a skill-polarized workplace, a tendency of technological unemployment for those positioned in middle-skill jobs, and an increased demand for employees with a higher level of human skills.

Gender-segregated labour spaces and social capital – does context matter?

2018 ◽  
Vol 42 (3/4) ◽  
pp. 226-245 ◽  
Author(s):  
Corina Sheerin ◽  
Caitriona Hughes
Keyword(s):  
Social Capital ◽  
Labour Market ◽  
Human Resource Development ◽  
Human Resource ◽  
Capital Accumulation ◽  
Support Network ◽  
Investment Management ◽  
Content Type ◽  
Hrd Professionals

Purpose This research aims to explore the role of social capital and specifically networks in role, and career development for women within two very distinct gender-segregated contexts of the labour market, namely, investment management and human resource management (HRM). Design/methodology/approach This research is qualitative in nature, underpinned by an interpretivist philosophical stance. Thematic analysis is used to analyse the findings from 32 in-depth interviews with HR and investment management managers. Findings The findings advance our understanding of social capital and its development as a social process, which differs according to labour market contexts. The results indicate divergence among participants regarding how they access networks as well as the perceived role and benefits of networking and social capital accumulation in their career and personal development. Practical implications For human resource development (HRD) practitioners, there are implications in relation to the need to tailor development and support structures cognisant of the occupational context. Specifically, the findings of this study indicate the acute need to support network access for those “outsider” women in male-dominated spaces. A need to enhance awareness of the benefits of networks to both organisations and employees across the labour market is warranted. For organisations, networks underlie social capital accumulation, which in turn increases efficiency and generates business solutions. For the employee, networks are an important self-development and career advancement tool. Such connections need to be supported and developed. Within patriarchal spaces particularly, HRD professionals need to provide support to women in extending their networks both within and outside the organisation. Originality/value This research makes an essential contribution to the literature by examining the influence of context in the development of social capital within two polarized labour market locations. The findings highlight the difficulties women face when developing social capital in investment management in contrast to the relative ease, which HRM professionals experience. Such findings also bring to light the essential role of HRD professionals as advocates for change in such contexts.

Pigeonholing or learning instrument?

2019 ◽  
Vol 43 (3/4) ◽  
pp. 354-374
Author(s):  
Henriette Lundgren ◽  
Brigitte Kroon ◽  
Rob F. Poell
Keyword(s):  
Human Resource Development ◽  
Qualitative Comparative Analysis ◽  
Perceived Usefulness ◽  
Personality Testing ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type ◽  
Participatory Workshop ◽  
Emotional Safety ◽  
Hrd Professionals

Purpose While factors that influence test takers’ reactions to personality testing in selection contexts have been well researched, little empirical research evidence exists to determine whether these factors also apply to test takers’ reactions in the context of management development (MD). The purpose of this study is, therefore, to explore what explains different test takers’ reactions in the context of MD programs. Design/methodology/approach A qualitative longitudinal approach with three phases of data collection was used, resulting in participatory workshop observations and 11 semi-structured interviews with participants from two different contexts. Data were analyzed using Qualitative Comparative Analysis (QCA). Findings The findings show that test takers’ reactions vary; some are more accepting, others are more neutral or rejecting, where perceived usefulness, clarity of purpose and perceived respectfulness are identified as distinguishing factors. Individuals also differ in terms of their awareness of assumptions and their perceived emotional safety, two emerging factors that are relevant in the MD context. Research limitations/implications Data were collected during the MD workshops and three months after, but no records of immediate test takers’ reactions were included, which could be an addition for future research. Practical implications The findings of this study suggest that human resource development (HRD) professionals have significant impact on test takers’ reactions when it comes to encouraging self-reflection and learning along personality tests. Originality/value This study adds to existing research by offering insights into factors in MD settings where participants are concerned about aspects of fairness, learning and behavioral change.

The status of intervention research in HRD

2016 ◽  
Vol 40 (8/9) ◽  
pp. 583-594 ◽  
Author(s):  
Lindsay Elizabeth Kalis ◽  
Natalie M. Garza ◽  
Thomas J. Chermack ◽  
Victor A. Dzirasa ◽  
Mark J. Hutt
Keyword(s):  
Human Resource Development ◽  
Training And Development ◽  
Intervention Research ◽  
Cultural Shift ◽  
Content Type ◽  
Analysis And Synthesis ◽  
The Status ◽  
Fundamental Research ◽  
Hrd Professionals ◽  
Critical Intervention

Purpose The purpose of this study is to determine the quantity, nature and frequency of intervention research published in Human Resource Development (HRD) journals. Design/methodology/approach The methodology for this study was a literature review, analysis and synthesis with specific attention to locating intervention research in HRD journals. Findings Based on the results of this study, it seems clear that intervention research is not a fundamental research method for HRD professionals and is not being consistently conducted across the HRD field. This raises potential questions about the extent to which HRD professionals are integrating research and practice. The presence and conduct of intervention research applied to HRD-related problems may provide another means for practitioners and scholars to work together toward optimal, practical solutions with evidence to support them. Originality/value Creating a community of professionals who assess and/or evaluate the effectiveness of the interventions and disseminate the information that lean toward causal claims is critical. Intervention research could represent a cultural shift for the HRD discipline because it lends weight to claims of causality and practical recommendations. Under these circumstances, HRD intervention research could be used with confidence by HRD practitioners to inform, shape or evaluate the content of their management and leadership training programs, including the training and development of coaching managers and coaching leaders.

Rapid needs assessment: an evidence-based model

2019 ◽  
Vol 43 (1/2) ◽  
pp. 61-75 ◽  
Author(s):  
Jin Lee
Keyword(s):  
Needs Assessment ◽  
Human Resource Development ◽  
Cost Effective ◽  
Assessment Model ◽  
Evidence Based ◽  
Content Type ◽  
Whole Process ◽  
Training Professionals ◽  
Performance Problems ◽  
Hrd Professionals

PurposeAlthough conducting a needs assessment has been accepted as the first step in solving performance problems, many human resource development (HRD) and training professionals find it still difficult to conduct an effective and efficient needs assessment. The primary reasons are the lack of a guiding model based on empirical evidence and the pressing need for a cost-effective approach. To resolve these issues, this paper aims to explore ways to conduct a needs assessment and propose an evidence-based needs assessment model.Design/methodology/approachFollowed the guidelines provided by Richey and Klein (2007), a design and development research was conducted. From the in-depth interviews with participants, the author proposed a more rapid model of needs assessment.FindingsThe salient features of the rapid needs assessment model are utilizing hypothetical interventions at an earlier stage in the process and gaining a commitment from the client across the entire process. Due to the exploratory nature of the present study, the rapid needs assessment model calls for further investigation in terms of strengths and weaknesses, and validation through multiple-case studies.Originality/valueThree significant features of the rapid needs assessment model are different from the existing needs assessment models: developing initial hypothetical interventions, engaging in an interactive and cyclical process and including the client in the whole process. The proposed model can also be used to guide HRD professionals which lays out the process and activities of needs assessment especially when the project due date is imminent, when performance problems should be addressed quickly or when the client requires results or at least the blueprint at an earlier phase.

scholarly journals Speaking right: HRDs role in mediating good boardroom conversations

2019 ◽  
Vol 44 (2/3) ◽  
pp. 259-277
Author(s):  
Nick Beech ◽  
Jeff Gold ◽  
Susan Beech ◽  
Tricia Auty
Keyword(s):  
Decision Making ◽  
Corporate Governance ◽  
Human Resource Development ◽  
Good Governance ◽  
Communicative Action ◽  
Good Practice ◽  
Content Type ◽  
Governance Practice ◽  
Hrd Professionals ◽  
The Impact

Purpose This paper aims to explore the impact discourse has on decision making practices within the boardroom and considers how personal proficiency in micro-language use can enhance an individual’s personal efficacy in influencing boardroom decisions. The work uses Habermas’ theory of communicative action to critique board talk, highlighting the need for greater understanding of the power of everyday taken for granted talk in strategy shaping. It illuminates the contribution that human resource development (HRD) professionals can make to the management of such behaviour and minimising dysfunctional behaviour and enabling effective boardroom practices. Design/methodology/approach Traditional governance theory from a business and organisational perspectives are provided before considering the boardroom environment and HRD’s role. The authors undertake ethnographic research supported by conversation analysis to explore how directors use talk-based interpersonal routines to influence boardroom processes and enact collective decision making. The authors provide one extract of directors’ talk to illustrate the process and demonstrate what the data “looks like” and the insights it holds. Findings The analysis suggests that the established underlying assumptions and rationale ideologies of corporate governance are misplaced and to understand the workings of corporate governance HRD academics and professionals need to gain deeper insight into the employment of talk within boards. Armed with such insights HRD professionals can become more effective in developing strategies to address dysfunctional leadership and promote good governance practice throughout their organisation. Social implications The work raises a call for HRD to embrace a societal mediation role to help boards to become a catalyst for setting good practice which is strategically aligned throughout the organisation. Such roles require a more dialogical, strategic and critical approach to HRD, and professionals and academics take a more holistic approach to leadership development. Originality/value The paper considers the role of the development of HRD interventions that both help individuals to work more effectively within a boardroom environment and support development to shape a boardroom culture that promotes effective governance practice by influencing boardroom practice thereby promoting strong governance and broad social compliance throughout the organisation.

Diversity Branding Strategy: Concealing Implicit Stereotypes and Biased Behaviors

2018 ◽  
Vol 20 (3) ◽  
pp. 299-312 ◽  
Author(s):  
Marilyn Y. Byrd
Keyword(s):  
Social Justice ◽  
Human Resource Development ◽  
Moral Concern ◽  
Branding Strategy ◽  
Socially Responsible Leadership ◽  
Socially Responsible ◽  
Implicit Stereotypes ◽  
The People ◽  
Hrd Professionals ◽  
Valuing Diversity

The Problem From a business perspective, the expression valuing diversity is commonly used as a branding strategy to enhance an organization’s competitive advantage. The problem with diversity branding is its potential to decenter biased behaviors that could actually conceal the detrimental effects of unfair treatment under the banner of valuing difference. Presenting diversity as a utopian state without an ethical and moral concern for the people it represents is a misnomer and is in itself a misrepresentation of value. This article will argue for a more holistic philosophy of diversity that is concerned with the value of people as well as the value diversity brings to an organization’s financial success. The Solution Socially responsible leadership and the action efforts of those seated at the strategic planning table are key to reframing a more holistic philosophy for valuing diversity. Human resource development (HRD) professionals are strategically positioned in multiple roles within the organization to participate in matters of diversity and bringing about social change. Diversity intelligence will be discussed as an emerging model for guiding leaders and decision makers toward upholding an antidiscrimination commitment through the integration of business and social justice perspectives of valuing diversity. The Stakeholders HRD researchers, practitioners, and educators who are committed to social justice outcomes for marginalized groups in the workplace; and organizational leaders responsible for developing and implementing diversity strategy.

Leveraging human resource development expertise to improve supply chain managers' skills and competencies

2013 ◽  
Vol 38 (1/2) ◽  
pp. 118-135 ◽  
Author(s):  
Alexander E. Ellinger ◽  
Andrea D. Ellinger
Keyword(s):  
Supply Chain ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Short Supply ◽  
Content Type ◽  
Skill Sets ◽  
Chain Processes ◽  
Conceptual Paper ◽  
Hrd Professionals

Purpose – There is an ongoing shortage of talented supply chain managers with the necessary skills and business-related competencies to manage increasingly complex and strategically important supply chain processes. The purpose of this paper is to propose that organizations can create and maintain competitive advantage by leveraging the expertise of human resource development (HRD) professionals to provide a range of developmental and change-oriented interventions related to critical supply chain manager skill sets that are currently in short supply. Design/methodology/approach – This is a conceptual paper. Findings – This is a conceptual paper. Practical implications – Supply chain management (SCM) decisions significantly influence financial performance since firms expend up to 75 percent of their revenue on supply chain activities. HRD professionals' intervention capabilities in training and development, organizational development and change management uniquely equip them to disseminate a deeper and broader understanding of the SCM concept within organizations, to help prioritize the development of supply chain managers and to address the complex interpersonal issues associated with helping people to work together collaboratively to foster operational innovation and make increasingly complex supply chain processes function effectively. Originality/value – The requisite skill sets for effective supply chain managers are described, linkages between HRD and SCM are highlighted, and areas of HRD professionals' expertise that can be exploited to better develop supply chain managers' skill sets and competencies are considered.

A Social Justice Theory of Active Equality for Technical Communication

2016 ◽  
Vol 48 (1) ◽  
pp. 4-30 ◽  
Author(s):  
Jared S. Colton ◽  
Steve Holmes
Keyword(s):  
Political Philosophy ◽  
Social Justice ◽  
Distributive Justice ◽  
Technical Communication ◽  
The Political ◽  
Justice Theory ◽  
Justice Research ◽  
Social Justice Research ◽  
Technical Communicators ◽  
Social Justice Theory

Certain aspects of social justice research tacitly work from political frameworks of “passive equality.” Passive equality can limit a technical communicator’s ability to enact social justice in terms of (a) signaling the presence of an injustice and (b) waiting for the organization, institution, or state to make the correction (e.g., liberalism’s distributive justice). By contrast, this article foregrounds the political philosophy of Jacques Rancière as a way to cultivate a practice of “active equality” that enables technical communicators to enact social justice rather than wait for institutional redistribution.

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