Human Resource Development in SMEs: A Systematic Review of the Literature

Human Resource Development (HRD) in small and medium‐sized enterprises (SMEs) is a significant area of scholarship. However, the cumulativeness of research on HRD in SMEs remains relatively low when compared to HRD generally. This paper reports a systematic literature review (SLR) to synthesise research in this area. A disciplined screening process resulted in a final sample of 117 papers published in 31 journals from 1995 to 2014. The synthesis of these empirical and theoretical studies revealed that: (a) the literature utilises a narrow range of theoretical and conceptual perspectives; (b) HRD is being investigated across a variety of SME contexts, themes and units of analysis; (c) researchers define HRD in multiple ways and use a diverse set of measures of HRD activity; (d) there is significant potential for future research across the SME and HRD disciplines, SME settings and beyond existing theoretical perspectives. We offer suggestions for further advancing the development of this area of research in terms of theory, content and methodology.     

Human resource development at the University of Minnesota-Twin Cities: origins and international growth

This article provides an overview of the history and current status of graduate and undergraduate Human Resource Development (HRD) programs at the University of Minnesota. The HRD program at the UMN is situated within the Department of Organizational Leadership, Policy, and Development of the College of Education and Human Development. The program offers undergraduate, master’s, and PhD degrees, and is characterized by healthy enrollment numbers and a strong alumni base, both nationally and internationally. The UMN HRD program has a long history of significant contributions to the development of HRD with research and strong education programs which continue to influence the academic field and professional field of practice in the U.S. and internationally.     

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.     

论作为独立学科的人力资源开发

人力资源开发在发达国家已经发展成为一门独立的学科,文章讨论了这一学科的出现,对30多年来其研究领域的发展进行了概括,回顾了这一学科的理论建设,对人力资源开发作为企业独立部门的状况也进行了总结,最后讨论了在我国发展该学科的必要性和意义。     

Academy of Human Resource Development

Abstract

This non-refereed contribution to Human Resource Development International represents the reflections of three US delegates who attended the 6th International Conference on HRD Research and Practice across Europe in Leeds, England, in May 2005. We begin by providing an overview of the conference programme, examine the conference theme as reflected in the scholarship presented at the conference and share our impressions of the conference atmosphere. We conclude with some final thoughts.     

Technical rationality and professional artistry in HRD practice

Abstract

This paper outlines the limitations of a technical rationalist approach to HRD practice without seeking to negate it. It then offers a complementary view based on Schon's notion of the reflective practitioner which exhorts HRD practitioners to embrace complexity and reflection. We outline, first, a number of dimensions of diversity which confer complexity upon HRD practice, and, second, a series of suggested questions that may aid the framing of practical problems in a more effective way than might be the case with a purely technical rationalist approach. We urge novice (and expert) HRD practitioners to adopt a mind set that is contemplative of the diversities that they may encounter in practice and which is conjectural with regard to how these diversities may impact upon problems and their solutions.     

Collaboration with Caveats: Research–Practice Exchange in Planning

Abstract

Researcher and practitioner collaboration in urban planning is both critical to good outcomes and problematic to achieve in reality. Collaboration has the potential for new partnerships, better research problem definition, improved research design and greater impact on practice and policy. However, politics, stakeholder agendas and funding bodies bring pressures and constraints, for which research professionals require a broader set of skills to manage. We examine researcher–practitioner collaboration as part of an action research project on urban greening in Australia. Focusing on a stakeholder engagement workshop, we examine the mechanisms used to overcome barriers to research-practice exchange. We find overt consideration of common barriers to access and use of research when planning collaboration exercises can help facilitate more productive engagement, creating spaces for mutual understanding and generating shared objectives. However, we also find that efforts at collaboration challenge traditional research practices, involve tensions and caveats, and require a different mode of researcher engagement.     

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.     

Responsible leadership development – crucible experiences and power relationships in a global professional services firm

There is increasing consensus that Human Resource Development (HRD) has a central role to play in promoting the principles and practices of corporate responsibility (CR). An important HRD intervention involves developing responsible leaders able to attract support for CR throughout the organisation, but empirical research is lacking in this area. This article contributes to the theoretical and practical knowledge of responsible leadership development (RLD) by addressing two questions: first, how does RLD engender learning that goes beyond basic cognitive awareness? Second, what affects participants’ abilities to manifest this learning in the workplace? A review of the RLD literature reveals a ‘knowing-doing gap’, which, it is posited, may be linked to a lack of theorisation around power. This issue is investigated by means of a case study on a responsible leadership development programme run by a professional services firm. Drawing on Bourdieusian concepts of language and power, the study reveals some of the mechanisms that inspired new socially responsible values whilst also demonstrating some of the contextual barriers inhibiting their manifestation in the workplace. It is argued that HRD professionals need to engage with Bourdieusian ideas of language and power to promote deeper learning around responsible leadership, which can more easily be embedded into the workplace.     

The role and status of women in a rural village in Egypt: Five life stages

Abstract

The issue of gender role appears as a controversial problem in many cultures, but particularly in Islamic cultures. A patriarchal society and the associated attitudes along with certain perceptions and/or interpretations of legal doctrines of Islamic law appear to place women in a secondary and discriminated-against position. The purpose of the present study is to examine the lived experiences of women in rural Egypt today and to determine implications for human resource development (HRD). This study will help those working in HRD to understand the cultural context in which women live and work in order to engage them in meaningful and appropriate ways. Interviews were undertaken with specific women in this village in Egypt, and these women's stories depict various circumstances and life histories. The women will be drawn from across the age span?–?from childhood to the elderly. Some implications for HRD research and practice will be drawn from these stories.     

Unveiling the Canvas Ceiling: A Multidisciplinary Literature Review of Refugee Employment and Workforce Integration

Increasing levels of displacement and the need to integrate refugees in the workforce pose new challenges to organizations and societies. Extant research on refugee employment and workforce integration currently resides across various disconnected disciplines, posing a significant challenge for management scholars to contribute to timely and relevant solutions. In this paper, we endeavour to address this challenge by reviewing and synthesizing multidisciplinary literature on refugee employment and workforce integration. Using a relational framework, we organize our findings around three levels of analysis – institutional, organizational and individual – to outline the complexity of factors affecting refugees’ employment outcomes. Based on our analysis, we introduce and elaborate on the phenomenon of the canvas ceiling ? a systemic, multilevel barrier to refugee workforce integration and professional advancement. The primary contributions of this paper are twofold. First, we map and integrate the multidisciplinary findings on the challenges of refugee workforce integration. Second, we provide management scholarship with a future research agenda to address the knowledge gap identified in this review and advance practical developments in this domain.     

An integrated model of national HRD and critical HRD: considering new possibilities for human resource development

Though both National Human Resource Development (NHRD) and Critical Human Resource Development (CHRD) have received an increasing amount of attention, only two published works have used an explicitly critical approach to discuss NHRD norms, policies, and practices. The purpose of this article was to examine and articulate the relationship between NHRD and CHRD and make a case for the importance of that relationship to the field of HRD. We identify some commonalities between NHRD and CHRD, including the shared priorities of context, culture, and empowerment, which provide a strong foundation for future focuses on theory-sharing, global awareness, holistic and socially conscious economic development, negotiated power and performance, and emancipation in HRD research and practice.     

The strategic role of Human Resource Development in managing core competencies

The Resource-Based View (R-BV) of strategy emphasizes the importance of core competencies as the critical basis for sustainable competitive advantage. Yet, discussions of strategy typically ignore the role of the Human Resource Development (HRD) function in core competency development and management. The literature on strategic HRD is reviewed to locate the R-BV as a basis for redefining HRD's role in organizational strategy. Three strategic roles for the HRD function in core competency management are proposed and discussed: participating in strategic planning, developing core competencies, and protecting them. Specific tasks for each role are proposed. The final section identifies needs for further research as well as the practical implications from this discussion.     

Redefining,relooking, redesigning,and reincorporating HRD in the post Covid 19 context and thereafter

ABSTRACT

The COVID-19 pandemic has brought several challenges to the way organizations were functioning globally. Considering the case of India, this is a time of complete work transformation for the entire workforce across all sectors of work. As the work from home scenario has never been a part of the functioning of Indian organizations, whether public or private, there are serious concerns of managing the same particularly in time of this crisis. Thus, the present article provides an insight into the response of Indian organizations in combating the repercussions that the COVID-19 pandemic has drawn with it as well as the challenges being faced. In line with the same, we propose the adoption of a 4-R Crisis-Normalcy Model of HRD that can be used by the HRD professionals to redefine, relook, redesign, and reincorporate the HRD interventions in the COVID-19 context. This model not only provides the basis for managing the COVID-19 pandemic aligned to organizational functioning but is a way forward to dealing with any type of crisis situation that may affect an organization.     

Relationships among the academic business disciplines: a multi-method citation analysis

A great number of papers have been published that compare the quality or impact of academic journals. This article seeks to broaden the debate on journal evaluation by showing how top journals in various academic business disciplines, as defined by the Financial Times list of top research outlets, relate to one other. Using large-scale sociometric analyses on about 140,000 citations we found that the integration of the citation network has increased over time. Moreover, the information flow from Finance and Economics to Management has become stronger and, within Management, a polarization between information generators and users has taken place. We also found that most business academics published in distinct and mostly non-overlapping disciplines. The only exceptions were Finance and Economics as well as Strategic Management and OB/HR. Surprisingly, we also found that the general business journals, which could be assumed to be cited by most other journals across the management disciplines, are not central to the entire field. For instance, they are not complementary at all to Finance and Economics. Instead, Operations Research (OR) and Management Information Systems journals occupy the central space on the perceptual map. This indicates that these disciplines (and OR in particular) are complementary with Management and with Finance and Economics.     

Internal knowledge generation: the research laboratory and innovative productivity in the pharmaceutical industry

As firms face increasing pressures associated with new forms of knowledge-based competition, researchers have begun to focus on knowledge acquisition strategies to the point of ignoring knowledge creation strategies. This paper investigates the impact of research centers in the pharmaceutical industry upon this neglected form of knowledge creation–innovation productivity. We find that firms with separate research facilities are more innovative than firms without such facilities. The results diverge when locational distance of the laboratory is considered for patent versus drug innovations, and vary across diversification types. These findings suggest that managers and researchers need to consider the relationship between the research center and corporate headquarters — and the role of the corporate headquarters — when developing knowledge generation strategies.     

Brain drain in Venezuela: the scope of the human capital crisis

ABSTRACT

Brain drain, the exodus of highly skilled professionals, has a strong connection with Human Resource Development (HRD), as these experts are human capital for organizations, communities, and nations. In today’s global economy, HRD practitioners and scholars need to keep abreast of what circumstances trigger the migration of talented workers around the world and the implications for HRD. This article describes the brain drain in Venezuela. The magnitude of the talent crisis is the result of a complex combination of poor policy implementation, mismanagement, corruption, and socio-economic and political conflict. This article exposes the current realities and the repercussions the exodus of talent has had on Venezuela and the decline of a country that was once among the world’s richest, but is now an impoverished nation.     

The electronic ‘go-between service provider': a new ‘middle' role taking centre stage

While the full impact of the Internet on traditional business models and strategies is yet to be played out, one thing is already certain: it will irrevocably challenge the nature of the traditional middle role. A full spectrum of Internet-driven consequences — from disintermediation to cybermediation — has already been observed by numerous academics and practitioners. This article describes a different intermediary: the ‘go-between service provider,' who is increasingly challenging traditionalists benefiting from the new market and economic dynamics of our time. This paper, based on case studies and interviews as part of a long-term research project, presents a conceptual framework; lists critical success factors; and assesses the impact of all this on corporate thinking and practice.