Strategic flexibility analysis of HRD research and practice post COVID-19 pandemic

ABSTRACT

While governments, intergovernmental organizations, non-profits, corporations are all aware that disruptions through pandemics and other natural bio-disasters like the COVID-19 pandemic can happen, barely are we proactive about them. Instead, we are always reactive. In a virtual Town Hall meeting of the Academy of Human Resource Development (AHRD) held on 9 April 2020, on the theme ‘How is the pandemic a game-changer for HRD?,’ the President of AHRD, Laura Bierema, challenged HRD scholars to determine the possible futures of HRD scholarship post-COVID-19 Pandemic. This article proposes the use of the Strategic Flexibility Framework (SFF) to determine the possible futures of HRD post-COVID-19 pandemic. I first discuss the SFF as a scenario planning and analysis tool. I then developed four scenarios of possible futures for HRD Research and Practice post-COVID-19 pandemic. These scenarios include the ‘Meaning of work,’ ‘Leadership,’ ‘Contactless Commerce & Education,’ and ‘Volunteerism.’ I conclude by discussing the important opportunities that can serve as intervention points for post-COVID-19 HRD theory, research, and practice.     

Measuring Research Performance in Business and Management Studies in the United Kingdom: The 1992 Research Assessment Exercise*

This paper presents the results of a statistical analysis of the 1992 Research Assessment Exercise (RAE92) for the 85 business and management departments in UK institutions of higher education. The aims of the paper are, first, to construct a set of quantitative indicators of research outputs and inputs which can be used by individual departments for comparative purposes and second, to investigate the extent to which variations between departments in the research rating obtained in the RAE92 can be explained by these indicators of research outputs and inputs. One of the main findings is that around 80 per cent of the variation in the research rating obtained by business and management departments are accurately predicted by a regression model that contains only a small number of regressors. These include: size of department, articles in refereed academic journals, research students and research income.     

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.     

The 1996 Research Assessment Exercise for Business and Management

A substantial component of government funding for university research in the UK is now based upon an evaluation of the quality of research being conducted in each university, on a subject by subject basis. This paper describes the processes involved in the 1996 Research Assessment Exercise (RAE) for business and management studies. It is argued that the strength of the current process lies in the peer review of the quality of research outputs. In addition, some of the issues needing to be resolved in undertaking such an exercise are described and evaluated. Finally, based on the authors' exposure to the full range of management research currently being conducted in the UK, some suggestions are made regarding future research directions.     

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.     

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.     

Implementing human resource development best practices: Replication or re-creation?

Abstract

Firms increasingly introduce HRD ‘best practices’ developed somewhere else, but results often fall short of expectations. Much of existing theory fails to guide the implementation of HRD best practices because it does not recognize how introduced practices interact with existing practices in the firm. In this paper, we contrast the dominant perspective ‘Implementation as Replication’ with a perspective of ‘Implementation as Re-creation’. Through four stages of the implementation process, we identify and discuss how these contrasting perspectives yield different implications for how firms go about introducing HRD best practices. First, when firms take up a practice, is this a process of adoption or translation? Second, is it assumed that new knowledge can be implanted directly and lead to new behaviour, or is active experimentation a necessary precondition to gain new knowledge? Third, are deviations from the intended plan considered errors to be corrected or sources for learning? Fourth, are introduced best practices treated in isolation or as integral parts of the firm's management system? We argue that implementation efforts guided by the re-creation perspective increase the prospects of HRD best practices succeeding as a useful tool in the receiving firm.     

‘Space,the final frontier’? Social movements as organizing spaces for applying HRD

This article suggests a qualitatively different type of ‘space’ that fits the classic definition of what constitutes an ‘organization’, but that is frequently rejected as being beyond the scope of HRD because it does not fit preconceived notions of an ‘organization’. In this article, I describe how social movements are spaces analogous to organizations that can enrich our understanding of HRD principles and that may benefit from our professional experience in fostering learning and development for and within organizations. Using concepts of sensemaking in the organizing process (Weick, K. E. 1979. The Social Psychology of Organizing. 2nd ed. Thousand Oaks, CA: Sage Publications) and concepts of space (Foucault, M. 1986. “Of Other Spaces.” Translated by J. Miskowiec. Diacritics 16 (1): 22–27; Lefebvre, H. 1991. The Production of Space. Translated by D. Nicholson-Smith. Oxford: Blackwell), I show how the social movement, Occupy Wall Street, can be seen as an important site of HRD practice and research.     

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.     

HRD standards and standardization: where now for human resource development?

This paper examines standard-setting and standardization processes currently being undertaken in the human resources field and makes a ‘call to action’ for human resource development (HRD) scholars and practitioners to influence these developments. The paper provides a reflexive ‘insider account’ of HR standards development combining personal experience with theoretical perspectives; ‘grey’ and practitioner literatures; and secondary data sources. Drawing on scholarly literature sources, opportunities and dilemmas of standardization processes in the HR field are discussed. Grounded in the standardization literature, alternative approaches to system-wide (meta) standards are identified. Drawing on publically available information, different standardization approaches in USA and UK are discussed. The paper critiques the dominant performance-orientated paradigm and ‘rules-based’ approach to standards and argues for an alternative, principles-based approach for HR standardization to support sustainable individual and organizational performance. These issues have important consequences for HRD identity, pedagogy, education, and practice. In addition to the development of an original typology of emerging HR standardization, the paper contributes a new perspective to debates about the identity, values, purpose, and contribution of HRD and the relationship between HRD and human resource management (HRM).     

A digital pedagogy pivot: re-thinking higher education practice from an HRD perspective

ABSTRACT

This paper has a provocative purpose. From both HRD and academic practice perspectives, it considers the digital pedagogy pivot made necessary by the Covid-19 pandemic. Universities have traditionally resisted substantial change in learning and teaching processes. This paper addresses the challenge they face of achieving the equivalent of a ten-year digital learning strategy in mere months. From a position that HE pedagogy constitutes a site of HRD practice, the paper considers the characteristics of a meaningful, digitally enabled pedagogy in Higher Education (HE) and their alignment with established HRD theories and concepts. It considers the pedagogic opportunities arising from the ‘digital pivot’ and the HRD processes appropriate to facilitate game-changing approaches to academic practice in Higher Education. The paper advances debate about the relationship between HRD and HE academic practice and contributes proposals for HRD processes to support rapid pedagogic change. It further contributes an original categorization of the way in which HRD concepts and theories are aligned with principles of HE pedagogy and a digital pedagogy pivot model.     

Journal Rankings in Business and Management and the 2001 Research Assessment Exercise in the UK

The public availability of detailed data from the 2001 Research Assessment Exercise in the UK allows an analysis of the publications cited in submissions to the Business and Management panel. Eighty per cent of the 9,942 publications submitted were journal articles. Submissions to the RAE can be scored in terms of the number of citations they make to journals that appear on various lists, such as the Financial Times list. The concentration of articles in a minority of journals, with 50% of all citations to just 126 journals, means that a core list of business and management journals can be compiled. The core list presented contains 562 journals out of the 1582 journal titles that were cited in Business and Management submissions. It includes all journals with more than two citations overall at least one citation in a 5^*, 5 or 4 rated submission. It also includes all journals cited in the RAE from Starbuck's ranked lists of journals and the Financial Times list.     

The emergent ‘coaching industry’: a wake-up call for HRD professionals

Recent years have seen the rapid growth of an emergent ‘coaching industry’ in many countries with some scholars calling for the development of a ‘coaching profession’ replete with its own clear identity, clear boundaries and unique body of knowledge. Yet, at the same time, coaching has also been conceived as a necessary area of expertise and skill set among contemporary HRD professionals. Therefore, this article reports the results of a comparative study of the different conceptualizations and definitions of ‘coaching’ and contemporary HRD as reported in the literature. Results suggest that the intended purposes and processes associated with both fields of practice are virtually the same. The challenge and dilemma posed by these results are described from both a coaching and HRD perspective, and are discussed in terms of seeing the findings of this comparative study as a wake-up call for HRD professionals.     

Behind the scenes of knowledge sharing in a Japanese bank

The paper raises the question about HRD practitioners and their fitness to practice by exploring moral issues HRD practitioners sometimes face, in addition to looking at some key moral philosophical perspectives. It argues that HRD practitioners may at times feel ‘out of balance’, and hence may not feel fully ‘fit to practice’. It proposes some suggestions for ongoing professional development for HRD practitioners that could enable a better sense of ‘balance’ and fitness to practice. It also suggests the need for a consciously mindful approach to become more self aware and discerning when delivering HRD.     

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.     

Introducing the expatriate ‘Entry-Mode’: an exploratory qualitative study of a missing link in global mobility and expatriate management research

ABSTRACT

This article introduces the novel concepts of expatriate ‘entry-modes’, ‘comb-patriates’, and ‘Fourth-Country Nationals’ (FCNs), emerging from an exploratory qualitative investigation of 51 Scandinavian expatriates in Hong Kong. Global mobility research has traditionally been overly focused on the characteristics and background variables of expatriates or accumulated experiences after arrival, and has neglected the phase and mode of entering the new host country. Unveiling new global mobility patterns is significant for multinational enterprises’ (MNE) global talent recruitment, and has implications for training and development. This is due to directing the focus towards the increasing numbers of those individuals who are not expatriating in the conventional linear fashion, such as between an MNE’s headquarter (HQ) and its subsidiaries overseas. The critical stance taken in this article is articulated through a theoretical lens comprising a social constructionist epistemology. Theoretical contributions, future research avenues, as well as managerial relevance and policy implications are also discussed.     

Better know a Human Resource Development (HRD) scholar: a conversation with Robert (Bob) G. Hamlin

This article contains a conversation with Robert (Bob) G. Hamlin and is part of aseries that focuses on different human resource development (HRD) scholars. Theaim is to better understand the people behind the names we see in print and at HRD scholarly conferences. Bob is professor emeritus and chair of HRD at the University of Wolverhampton Business School, UK and a management and organization development consultant at Oaken Consultancy. Bob has spoken at many HRD conferences in Europe and the United States and was one of the founding members of the University Forum for HRD. The conversation explores Bob's career in HRD practice, research, teaching and management. Among the topics covered are the significance of practical experience and the influence it can then have on research, the power of evidence-based practice, and the need for HRD research to be seen as relevant and having utility within the world of practice.