Human resource development (HRD) resilience: a new ‘success element’ of organizational resilience?

ABSTRACT

Endlessly changing business and economic landscapes urge organizations to become resilient to ensure business survival and growth. Yet, in many cases, business world is becoming turbulent faster than organizations are becoming resilient. Relevant research indicates the ways through which organizations could respond to unforeseen events, mainly through suggesting that individual and group resilience could lead to an organizational one. However, research is nascent on how particularly human resource development (HRD) resilience could be built, and thus to contribute to organizational resilience as well. Within today’s business uncertainty and complexity, HRD resilience comes in line with the developmental strategies of organizations. Therefore, the purpose of this perspective article is to set the foundations of the term (HRD resilience) in order to initiate a dialogue around its ability to make a substantial contribution to organizational practice, and thus to be seen as a new ‘success element’ of organizational resilience.     

Korean corporate HRD in transition: issues and challenges

The purpose of this study was to explore the human resource development (HRD) practices of Korean corporations in order to highlight predominant concerns and issues. A comprehensive review of literature and empirical data indicated three recurring practices. The first was that Korean corporate HRD showed a tendency to transform informal communicative practices found in workplace settings into formally structured HRD interventions. By doing so, HRD extended its control throughout all possible types of training and learning experiences occurring in the workplace. Second, as host organizations requested HRD to play the role of strategic business partners, the function of HRD was found to be the regulation of organizational needs by focusing on the development of high potential individuals within organizations. Third, with today's demographic shift such as the increasing elderly population and the increasing number of women in the workplace, the monolithic interventions of HRD seemed no longer appropriate.     

Leadership development as identity formation: middle managers’ leadership learning from MBA study

This article challenges often unquestioned understandings within human resource development (HRD) of leadership as comprising knowledge and skills and leadership development as involving the transfer of such knowledge and skills from formal interventions to workplace performance. Using the notions of leadership as identity and learning as a process of identity formation, the article reports qualitative research showing how a case-study group of middle managers in a sector of the economy undergoing unprecedented turbulence, UK local government, developed a sense of themselves as leaders and how a key HRD intervention, a corporate MBA, facilitated such identity development. In particular, the article uses situated learning theory to examine how informal communities of practice associated with Master of Business Administration (MBA) study provided a forum for identity building of equal developmental value to the formal MBA curriculum. The implications for future HRD research are established and suggestions made for the re-design of HRD interventions to best enable identity-work.     

Perceptions of the effectiveness of training and development of ‘grey-collar’ workers in the People's Republic of China

An important human resource development (HRD) implication of the People's Republic of China's (PRC) rapidly expanding economy has been the emergence of a critical shortage of grey-collar workers (GCW). Although ‘grey-collar’ has been commonly used in the West to describe an aging population within the workforce, in China it refers to people who are neither white nor blue collar workers but technicians. The shortage of GCW constrains the PRC's economic and developmental sustainability, and has been recognized in central and provincial government initiatives to increase training and development of employees within these fields. While acknowledged as a policy and organizational problem, there has been no research investigating what organizations are doing to develop these employees. Drawing upon a survey of 310 semi-skilled and skilled employees in Beijing, our findings suggest that while the surveyed organizations are investing heavily in both on- and off-the-job training, employees' perceived value of such differs markedly according to age and position. The research has important implications for China's HRD strategy in suggesting links between training and other human resource management (HRM) functions are yet to be evidenced.     

HRD and specialists in organizations

This paper describes the issues for HRD arising from research into the role of government statistical staff in the British and Canadian public policy processes. It identifies the influences of strategy, structure and location on that role, the barriers to increasing the policy impact of the statistical staff, and the training and development implications of staff needing to deliver more with fewer resources. The paper finishes by outlining how the findings raise general HRD issues for organizations employing specialist groups.     

Corporate eLearning: Human resource development implications for large and small organizations

Abstract

This paper compares and contrasts the current attitudes towards, awareness of and take-up of eLearning in large and small organizations and outlines the implications for human resource development (HRD) professionals. An in-depth study was conducted in Ireland with a number of large multinational organizations and a number of small and medium-sized enterprises (SMEs) in the engineering, electronics, aerospace, pharmaceutical and medical device sectors. The study focused on awareness, perceptions, technology support infrastructure, current and planned involvement, most frequent and most preferred methods of delivery, benefits, barriers, the motivational factors and overall attitudes to eLearning. The comparison describes a number of similarities and a number of differences both within the large organization sector and within the SME sector and between the two sectors. Finally, the implications for HRD professionals are discussed.     

Investigating modular organizations

This paper explores a new organizational form—modular organization—through a case-study approach. The aim is to isolate the specific properties that set this form apart from other known organizational forms. The case studies examined focus on the manufacturing process of small, medium and large companies in different industries, and provide a clear picture of modular organization. The analysis shows that modular organizations are an innovation per se and not the mere outcome of modular products. Modular organizations leverage decomposition by employing small units within a larger organization. Each unit is responsible for a specific domain, it is quasi-independent and makes autonomous decisions on various business issues. Modular organizations deal with suppliers directly, and are characterized by a flat structure. Companies based on modular organization can improve their efficiency in the high-tech and mature markets, and fully exploit their resources.

In support of evidence-based management and research-informed HRD through HRD professional partnerships: an empirical and comparative study

This article describes a programme of practice-grounded empirical management research set within an NHS Trust Hospital in the UK that was conducted as part of an HRD Professional Partnership of the kind advocated by Jacobs (1997). The research was concerned with identifying the criteria of managerial effectiveness at the middle and front-line levels of management using critical incident technique and factor analytic methods. The results are compared against those from an equivalent partnership research study carried out previously by the author within one part of the British Civil Service, namely the Anglia Collection of HM Customs & Excise. The findings lend support to the notion of the 'universally effective manager', and provide empirical support for the potential development of evidence-based and research-informed approaches to management and human resource development within the case-study NHS Trust Hospital, and possibly beyond.     

Talking of HRD

This paper draws upon research exploring the emergence of HRD within the British National Health Service (NHS), the aim being to investigate how HRD has been talked into being, is talked about and accomplished through talk. HRD is conceptualized as a socialand discursive construction, and as discursive action. It is argued that conceptualizing HRD as a social and discursive construction can help identify and explain changes in ways of thinking and talking about HRD. Conceptualizing HRD as discursive action can help explain and justify HRD activity, in that much of what HRD practitioners and academics ‘do’ is ‘talk’. This paper explores these concepts and introduces a typology of the discourses of training and development (T&D), HRD and strategic HRD (SHRD), labelled Tell, Sell and Gel. It is suggested that this typology is a useful analytical tool for those practising HRD, providing ameans for HRD professionals to identify and analyse, and possibly change, their practices and discourse(s). The paper introduces a way of identifying how HRD might be talked ‘about’ and theorizes how discursive activities (the talk) might be changing.     

Mentoring relationships: implications for practitioners and suggestions for future research

This review of the literature is intended to help HRD practitioners facilitate healthy mentoring relationships and better address potentially negative functions or outcomes of the mentoring process within their own organizations. This work provides a review of the social learning processes that play a role in mentoring relationships. In addition, it reviews the functions and outcomes of mentoring for individuals and organizations, as well as the characteristics of good mentors and the influence mentors have upon career choice. Finally, the implications for mentoring relationships among individuals with disabilities, minorities and women are briefly reviewed in order to provide practitioners with a sense of the breadth of individuals who may benefit from well-planned or well-implemented mentoring. This article concludes with critical comments on the current state of mentoring research. Suggestions are made for future research in order to stimulate greater study into certain aspects of mentoring.     

The mediating role of leadership and people management practices on HRD and organizational performance

Drawing upon prior research, we identify strategic value and transaction effectiveness as two significant HRD contributions and examine their dyadic effect on leadership and people management practices, and influence on firm performance. Results of path analysis on 138 participants supported the dyadic effect hypothesis. More significantly, we found leadership and people management practices as a significant predictor on the relationship between strategic value and organizational performance, which suggests that organizational performance is affected by the combined effect of leadership and people management practices. A key implication of this research is that where organizations had effective leadership and people management practices, both types of HRD contributions – strategic value and transaction effectiveness – significantly enhanced firm performance.     

Planning training programmes to support business initiatives: a model for business and training partnership

The ‘Model for Business and Training Partnership’ (MBTP) draws upon insights of HRD and adult education programme-planning scholars, integrating training and development processes with a typical business-planning model. It is a practical, client-focused programme-planning model designed to promote strategic alliances between the HRD practitioner and business manager at all levels and development phases. The model may be utilized on a cross-functional group project for implementation of a customer relationship management (CRM) system or other large system change initiative within a large organization. This model has not been tested empirically.     

Confucian philosophy and influence on perceived values and behavioural orientations by Taiwan’s millennials

This study examines the millennials’ perceptions of Confucianism and their influence on their personal values and behavioural orientations with a sample from Taiwan to address the research gap in intergenerational and intercultural human resource development (HRD) research. It complements results from western research and offers important insights to worldwide managers and HRD practitioners for talent development and learning-related initiatives when working with employees and organizations with East Asia backgrounds. The concept of Confucius’ process of developing into a virtuous person seems to be rooted in the Taiwanese millennials’ mind, who as guided by Confucius tend to have a primary focus on accumulating knowledge, practicing moral behaviour, and correcting one’s mind and behaviour. Along with the globalization and technology advancement, the sampled millennials hold a strong traditional values of Confucian philosophy; yet, such strong cultural values may be attenuated a great deal after exposing to western culture over times. The Confucian virtue (moral) behaviour practice, harmonious relations, and self-cultivation are found as top three factors of Confucian values. Implications for HRD practices and recommendations for future research are discussed.     

Integration of project management,human resource development,and business teams: a partnership,planning model for organizational training and development initiatives

The changing business environment has challenged organizations to explore unique ways to ensure the success of online training initiatives. Thus, project teams, including training managers, should not only support organizational training and development initiatives; but, they also need to use project-focused, planning models for implementation. This paper proposes a model that is an extension of the model for business and training partnership developed by Price. The proposed model includes the integration of project management, human resource development (HRD), and business teams in order to enhance the success of training implementations through a sequential, planned framework. The model includes phases, best practices, and supporting tools to assist in managing and administering training and development projects. The approach developed in this research includes an account of the activities associated with initiating, planning, executing, monitoring and controlling, and closing processes for an online training initiative conducted in an oil and gas organization. This research also discusses implications of the proposed model for HRD professionals, because they are typically the champion of training and development initiatives within organizations today.     

Learning organization,organizational culture,and affective commitment in Malaysia: A person–organization fit theory

ABSTRACT

Based on person–organization fit theory, this article moves beyond theories of motivation and social exchange relationships that have often been used in commitment literature. This article contributes to understanding perceptions of organizational culture (OC) and affective commitment (AC) through perceptions of a learning organization (LO). Such understanding helps to tackle current commitment issues in Malaysia through strategic human resources development (HRD) planning and deploying organization development activities. We examined: (a) the extent to which organizations with an embraced LO mediated OC and AC, (b) the most influential component of OC in promoting employee AC, and (c) the most important component of LO for influencing OC and AC. We obtained 516 respondents (64.5% response rate) in selected Malaysian private organizations. It was concluded that LO mediated the relationship between OC and AC. Respect for people was an influential factor of OC for AC, while empowerment played a significant role in LO culture mediating the relationship between OC and AC. HRD practitioners should strategically plan organizational activities, norms, and policies that promote organizational learning processes and a learning culture to enhance AC.     

Storymining: eliciting stories and mining their content for cultural levers

This article describes storymining, a process that involves gathering stories and mining their content to ‘bring to the surface’ a deeper understanding of the adaptive and cultural aspects of the system. These aspects, or cultural levers, can then be used to inform action. The article aligns storymining with qualitative research and differentiates it from other storytelling interventions. The article also includes a case study of a storymining experience in a healthcare organization. The author suggests that HRD practitioners can use this approach in a variety of ways, including moving individuals, organizations and/or communities towards action and navigating complexity.     

Inter-organizational network structures in Russia: organizational changes from institutional and social embeddedness perspectives

Theory posits that organizations are embedded socially within their environment. The level of embeddedness depends highly on the environmental uncertainty a company and its network partners face. The latest research on transition economies indicates that the institutional framework in these countries is highly relevant for inter-organizational structures (i.e. formalization, standardization, frequency, intensity and reciprocity). As Russia constitutes a good example of high environmental uncertainty, a closer look at organizational changes in general and inter-organizational network structures in particular is taken. This paper extends the theoretical and empirical scope of social and economic theories on inter-organizational structures by formulating a conceptual framework that unites economic rationalism with socially embedded arguments. Contributing to emerging international HRD literature, the objective is to understand better the institutional influences on network structures and thus on organizational change. Moreover, it will be demonstrated how far organizational changes and human resource development is associated with institutional influences on network structures.     

HRD research and practice after ‘The Great COVID-19 Pause’: the time is now for bold,critical, research

ABSTRACT

The COVID-19 pandemic has disrupted life as we knew it and created an unprecedented opportunity to pause and assess ‘normal’ life and work. We have an opportunity to create a new ‘normal.’ What possibility does the chance to show up differently in our lives and work hold? The pandemic has caused significant shifts in values that will affect individuals, organizations, communities, and nations. This article challenges HRD scholars and practitioners to imagine how HRD might create a new normal through bold, critical research inquiry that interrogates exclusion, pursues organization and social justice, and creates humanly sustainable organizations and communities.     

HRD university education: an international research agenda

Based on the observation that the systematic study of university-based HRD education - especially in an international comparative approach - is an important but under-explored area of scholarship, this article reports on the results of a need-sensing process among a panel of twenty-one senior HRD administrators and scholars in the United States and Great Britain. The resulting research agenda identified knowledge gaps and research needs in three broad areas: subject matter of HRD education; institutional characteristics, arrangements, and linkages; and outcomes and effectiveness of HRD education. Several categories were identified in each of the three areas and examples described. The implications of this study for research and theory building in international and comparative HRD are discussed.