Change in the Face of Resistance

2015 ◽  
Vol 18 (1) ◽  
pp. 11-25 ◽  
Author(s):  
Joshua C. Collins ◽  
Yogita Abichandani
Keyword(s):  
Human Resource Development ◽  
Time Management ◽  
Learning And Development ◽  
Indian Women ◽  
Women's Lives ◽  
The Face ◽  
Returning To Work ◽  
Work Family ◽  
Hrd Professionals ◽  
Time Away

The Problem The Indian economy is one of the fastest growing in the world, but that growth is not accessible to all people. Women who exit the workforce and return face challenges that make staying more difficult. Challenges include poor perception of the likelihood of success, child care, time management, and work–family role balance. As a result, the process of returning to work demotivates many Indian women returnees (IWRs). The Solution The purpose of this article was to examine the cultural, social, and economic components of Indian women’s lives that may contribute to difficulties faced when returning to work after time away. We offer suggestions for the field of human resource development (HRD) to facilitate meaningful learning and development in the lives of these women and position hope as motivation for initiating change in the face of resistance. The Stakeholders The stakeholders of this issue are IWRs, the HRD professionals who may work with them, their communities, their partners and families, and the organizations that may employ them.

Action Learning Coaching

2014 ◽  
Vol 16 (2) ◽  
pp. 202-221 ◽  
Author(s):  
Judy O’Neil ◽  
Victoria J. Marsick
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Empirical Research ◽  
Action Learning ◽  
Organizational Leaders ◽  
Effective Practice ◽  
Learning And Development ◽  
Development Approach ◽  
Hrd Professionals ◽  
Learning Development

The Problem Action learning (AL) continues to be an important learning and development approach within organizations. Many successful AL programs use AL coaches to help facilitate the program and the learning that can occur within such programs. How might AL coaching be similar to, or different from, other types of coaching, and how might AL coaching be most effectively practiced? The Solution A review of the conceptual, theoretical, and empirical research on AL coaching will address these questions and will enable a comparison of AL coaching and other types of coaching. We draw upon the research to demonstrate effective practice and the learning that can result from AL interventions. The Stakeholders AL is used globally for learning, development, and change, and therefore, many organizational leaders are interested in the effective practice of AL and AL coaching. These leaders, human resource development (HRD) professionals, executives, internal and external coaches will benefit from this article.

scholarly journals Flexible Work Arrangements and Work–Family Conflict: A Metasynthesis of Qualitative Studies Among Academics

2018 ◽  
Vol 17 (3) ◽  
pp. 314-336 ◽  
Author(s):  
Mina Beigi ◽  
Melika Shirmohammadi ◽  
Jim Stewart
Keyword(s):  
Human Resource Development ◽  
Family Conflict ◽  
Time Management ◽  
Qualitative Studies ◽  
Flexible Work Arrangements ◽  
Flexible Work ◽  
Work Family Conflict ◽  
Work Arrangements ◽  
Work Family ◽  
The Relationship

Quantitative research has reported variable and inconsistent findings regarding the relationship between flexible work arrangements (FWA) and work–family conflict (WFC). In this article, we address this inconsistency through the lens of qualitative research. We synthesize the findings of 45 qualitative studies from a variety of disciplines that have explored work–family interface (WFI) among academics whose profession offers high levels of FWA by nature. Analyzing the findings of these qualitative studies, we developed six themes of which five could be translated to moderators of the relationship between FWA and WFC. These moderator variables are boundary management preferences, time management skills and approach, career/family stage, nature of an academic job, and workplace culture. Our findings have theoretical, methodological, and practical implications for work–family and human resource development (HRD) scholars and practitioners motivated to improve the quality of employees’ work–life through initiation of FWA interventions.

Women’s Leadership

2016 ◽  
Vol 18 (2) ◽  
pp. 119-136 ◽  
Author(s):  
Laura L. Bierema
Keyword(s):  
Women Leaders ◽  
Human Resource Development ◽  
Women's Leadership ◽  
Leadership Role ◽  
Leadership Roles ◽  
Learning And Development ◽  
Global Business ◽  
Diversity And Inclusion ◽  
White Males ◽  
Hrd Professionals

The Problem Women are well prepared to assume leadership roles—They have the education and the will, yet, they do not conform to gendered organizational images of ideal workers. Women often find themselves in a double bind once they advance into a leadership role: They must be cautious not to appear too masculine or too feminine while also personifying the “ideal” (male) worker by exhibiting masculine behaviors and unwavering commitment to the organization. Holding this line is challenging and often at odds with women’s identity and experienced conflicts between life and work. Our understanding of how best to prepare women for careers and create organizations that are hospitable to them is limited by implicit bias, inadequate learning and development strategies, and cultures resilient to change. Current human resource development (HRD) theory inadequately addresses the issues and challenges women leaders face because most leadership theory is based on privileged White males and highly essentialized. The Solution The world is burgeoning with global business, technological innovation, intense competition, and multinational workforces. HRD has a role to play in building effective global business if it can more robustly and broadly address issues related to diversity and inclusion in organizations, particularly the creation of cultures that accept a range of leadership styles and women leaders. It is time to challenge traditional, masculine views of leadership and question how leaders are developed. It is critical to understand women’s leadership if women leaders are to be developed and if persistent gender inequity in organizations is to be addressed. Stakeholders Women are obvious stakeholders, but, ultimately, everyone in organizations is a stakeholder benefiting from women leaders and improved leadership, in general. HRD professionals also benefit by understanding better how to develop women leaders, in particular, and leadership, in general. Globally, elected leaders, nongovernmental organizations, and nations can develop policy that has the potential to influence and create educational, occupational, and economic change for women.

Military Veterans’ Transferrable Skills

2016 ◽  
Vol 19 (1) ◽  
pp. 6-13 ◽  
Author(s):  
Valerie E. Davis ◽  
Sarah E. Minnis
Keyword(s):  
Human Resource Development ◽  
Military Service ◽  
Military Veterans ◽  
Armed Forces ◽  
Skills Training ◽  
Contributing Factors ◽  
Civilian Workforce ◽  
Retention Initiatives ◽  
Civilian Employment ◽  
Hrd Professionals

The Problem Military veterans face a number of employment challenges as they transition from military service to civilian employment. Although the American workforce has become much more diverse, there continues to be a lack of understanding and misperceptions about veterans’ skillsets and military experiences which inhibits successful employment after military service. Veterans are a source of talent for civilian employers as they bring distinctive capabilities and valuable skills developed through real-world, high-pressure experience, but some human resource development (HRD) practitioners may not be aware of the vast array of skills, training, and knowledge that veterans bring to the civilian workforce in addition to supervisory and management skills acquired during their time in the armed forces. Given the civilian public’s general lack of knowledge about military experience, HRD practitioners, in particular, may be less able to effectively evaluate and integrate veterans’ military experiences, skills, and capabilities in the civilian employment sector. These misunderstandings are contributing factors impacting veterans’ ability to transfer their skills from military to business cultures. The Solution It is imperative that HRD practitioners understand the potentially strong contributions and societal misperceptions regarding the business value of military veterans’ skills and experiences. This article will explore distinctive capabilities of veterans that make them assets in the civilian workforce as well as some potential concerns and highlight HRD’s role in recognizing and facilitating the development of veteran hiring and retention initiatives in civilian employment. Educating HRD professionals about how to integrate military veterans’ skills, knowledge, and abilities in business cultures and mitigate concerns is vital to promote veterans’ contributions to civilian organizations and is necessary for effective hiring and talent development. The Stakeholders Veterans, HRD professionals, scholars, practitioners, and policy makers interested in the HRD field, private sector, federal, nonfederal public sector, and U.S. Office of Personnel Management.

A Synthesis of New Perspectives on Virtual HRD

2014 ◽  
Vol 16 (3) ◽  
pp. 391-401 ◽  
Author(s):  
Rochell R. McWhorter
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Technology Development ◽  
Training And Development ◽  
Virtual Human ◽  
Special Issue ◽  
Organizational Mission ◽  
Hrd Professionals ◽  
Contemporary Technology

The Problem A number of new perspectives of virtual human resource development (VHRD) have been provided in this issue of Advances in Developing Human Resources ( ADHR) that warrant further discussion. As VHRD is still a nascent area of inquiry in HRD, professionals need more explanatory examples and solutions to consider for determining their own role in working with people and technology. The Solution This article offers a synthesis of key constructs of VHRD from the articles in this special issue. Also, it provides a discussion around two different modes of technology development (TD) needed by HRD professionals in the contemporary technology-enabled environment afforded by VHRD. And, the integration of TD in addition to career development, training and development, and organization development is essential to the future of HRD and is discussed herein. The Stakeholders This article targets primarily practitioners interested in VHRD interventions and processes. It encourages the reader to examine the commonalities across the articles in this issue of ADHR and also to consider the new skills required for HRD professionals when seeking to align organizational mission with all levels of the organization.

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.

Talent Development in Emerging Economies Through Learning and Development Capacity Building

2018 ◽  
Vol 20 (4) ◽  
pp. 498-516 ◽  
Author(s):  
Machuma Helen Muyia ◽  
Caroline S. Wekullo ◽  
Fredrick M. Nafukho
Keyword(s):  
Nonprofit Organizations ◽  
Human Resource Development ◽  
Human Resource ◽  
Emerging Economies ◽  
Talent Development ◽  
Mineral Resources ◽  
Quality Education ◽  
Learning And Development ◽  
Development Capacity ◽  
The World

The Problem It has been argued correctly that of all the resources that nations are endowed with including physical resources such as land, gas, oil, mineral resources, and financial resources, the most durable resource is people. It is also a truism that regions endowed with large populations such as Brazil, China, and India are now emerging nations with very strong and growing economies. As the world of work changes globally, the demand for talent development is becoming one of the greatest opportunities for profit and nonprofit organizations in emerging economies such as Kenya. Africa with its young and educated population and its competition for talent poses both opportunities and challenges as the continent tries to address this critical component. Nowhere is this opportunity for talent development (TD) more urgent than in Kenya. The Solution Given the rising of Africa’s youth population and the need to develop talent in this region of the world, there is no easy or ready-made solution to guide human resource development (HRD) researchers and practitioners and policy makers in developing and optimally utilizing Africa’s best resource—its people. However, this article seeks to demonstrate how strategic planning and provision of quality education are the best form of intervention for TD in Africa. The fact that individuals have talent is not sufficient, hence the importance of developing talent through learning. Thus, learning requires well-designed quality education and training programs that can lead to people being open to new ideas and a disposition to question what people already know. This is even more seminal especially in the fast-changing technology-controlled workplace. The Stakeholders Human resource officers, learning and development officers, Directors of Human Resource Management, HRD researchers, HRD practitioners.

scholarly journals Work-Family Conflicts of Indian Women Entrepreneurs: A Preliminary Report

1999 ◽  
Vol 2 (2) ◽  
pp. 39-46 ◽  
Author(s):  
Mallika Das
Keyword(s):  
Family Conflict ◽  
Women Entrepreneurs ◽  
Preliminary Report ◽  
South India ◽  
Work Family Conflict ◽  
Family Conflicts ◽  
Female Entrepreneurs ◽  
Indian Women ◽  
Work Family

This article examines the work-family conflicts faced by women entrepreneurs in South India. The results indicate that female entrepreneurs in India may not be encountering the same levels of work-family conflict as their Western counterparts.

scholarly journals Stakeholder Analysis as a Tool for Systems Approach Research in HRD

2018 ◽  
Author(s):  
Robert Yawson ◽  
Bradley Greiman
Keyword(s):  
Human Resource Development ◽  
Agricultural Education ◽  
Systems Approach ◽  
Stakeholder Analysis ◽  
Collective Actions ◽  
It Use ◽  
Dynamic Complexity ◽  
Analysis Methodology ◽  
Hrd Professionals ◽  
Induced Changes

<p>The world is experiencing significant, largely economic and sociotechnical, induced change. These induced changes are meaningful with a function of people taking collective actions around common beliefs. These changes are more than jargon, cliché and hyperbole, and they are effecting major transformations. These transformations will impact on how human resources are developed and we need to be able to forecast its effects. In order to produce such forecasts, HRD needs to become more predictive - to develop the ability to understand how human capital systems and organizations will behave in future. Further development of systems models is required to allow such predictions to be made. Critical to the development of such models will be to understand that linear epistemology cannot be the dominant epistemology of practice and that dynamic complexity of challenges confronted by HRD professionals in their daily research and practice requires a nonlinear epistemology of practice, rather than reductive or linear thinking or processes of normal science. Although the adoption of a systems approach to research in HRD is not novel, methodologies and conceptual approaches underlying it use are not very well developed. In this paper, a stakeholder analysis methodology that was developed as a novel method in conducting systems approach research in human resource development, public policy and agricultural education is described. </p>

scholarly journals Strategies Influencing Work- Family Balance among Female Faculty: A Study of Bangladesh

2019 ◽  
Author(s):  
Tushar Hasanuzzaman ◽  
Bui Nhat Vuong
Keyword(s):  
Time Management ◽  
Research Area ◽  
Faculty Members ◽  
Female Faculty ◽  
Social Convention ◽  
Developed Country ◽  
Family Balance ◽  
Conducting Research ◽  
Less Developed Country ◽  
Work Family

Traditionally women are expected to do all household works. The increasing working women lead to review this social convention and practice the strategies in balancing work-family lives. Last few decades, it has received much importance in conducting research on developed and developing country. In a less developed country like Bangladesh, very few studies had taken place to investigate the educated women in the higher educational sector. This qualitative study, mainly, is based on the unique experiences of female faculty of the private university in Bangladesh and focuses on the strategies they employ in balancing work-family lives. Nine participants were chosen purposefully with maximum variation and conducted in-depth interview. The authors used a thematic analysis of the interview data presented three themes including: (a) supportive environment at family and workplace, (b) time management and setting up the priorities, and (c) locus of control. The study concludes that the female faculty members emphasize more on families rather than work in balancing their work-family lives; but the behavior is different in case of unmarried women or who stay separated from husband, they like to focus on work. The strategies and overall situation of female faculty members were discussed and recommended further research area.

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