Human Resource Development International (Hum Resource Dev Int )

Publisher: Taylor & Francis

Description

Human Resource Development International will promote all aspects of practice and research that explore issues of individual, group and organisational learning and performance. In adopting this perspective HRDI is committing itself to questioning the divide between practice and theory; between the 'practitioner' and the 'academic'; between traditional and experimental methodological approaches and between organisational demands of scholarship. HRDI is committed to a wide understanding of 'organisation' - one that extends through self-managed teams, voluntary work, or family businesses to global enterprises and bureaucracies. HRDI also commits itself to exporing the development of organisations and the life-long learning of people and their collectivity (organisation), their strategy and their policy, from all parts of the world. In this way HRDI will become a leading forum for debate and exploration of the interdisciplinary field of human resource development.

  • Impact factor
    0.00
  • 5-year impact
    0.00
  • Cited half-life
    0.00
  • Immediacy index
    0.00
  • Eigenfactor
    0.00
  • Article influence
    0.00
  • Website
    Human Resource Development International website
  • ISSN
    1367-8868
  • OCLC
    39227307
  • Material type
    Periodical, Internet resource
  • Document type
    Journal / Magazine / Newspaper, Internet Resource

Publisher details

Taylor & Francis

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author cannot archive a post-print version
  • Restrictions
    • 12 month embargo for STM, Behavioural Science and Public Health Journals
    • 18 month embargo for SSH journals
  • Conditions
    • Some individual journals may have policies prohibiting pre-print archiving
    • Pre-print on authors own website, Institutional or Subject Repository
    • Post-print on authors own website, Institutional or Subject Repository
    • Publisher's version/PDF cannot be used
    • On a non-profit server
    • Published source must be acknowledged
    • Must link to publisher version
    • Set statements to accompany deposits (see policy)
    • Publisher will deposit to PMC on behalf of NIH authors.
    • STM: Science, Technology and Medicine
    • SSH: Social Science and Humanities
    • 'Taylor & Francis (Psychology Press)' is an imprint of 'Taylor & Francis'
  • Classification
    ​ yellow

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: This paper explores the possibilities and potential surrounding inclusive talent management in contrast to conventional normative treatments. By closely examining the meaning of ‘inclusive’ in relation to talent, the paper moves towards a definition of inclusive talent management which is contextualised in a four-part typology of talent management strategies which offers greater conceptual clarity to researchers working in this field. Our conceptualisation of inclusive talent management is further located in the traditions of positive psychology and the Capability Approach. The practical implications of introducing inclusive talent management strategies are considered.
    Human Resource Development International 09/2014;
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    ABSTRACT: Since the introduction of tuition fees for undergraduate programmes in the UK universities, there has been a great deal of attention paid to the impact of the changes on higher education. But the lack of coverage given to the effects of the growing consumerist discourse that was influencing teaching methods and assessment approaches was puzzling [Naidoo, R., and I. Jamieson. 2005. “Empowering Participants or Corroding Learning? Towards a Research Agenda on the Impact of Student Consumerism in Higher Education.” Journal of Education Policy 20 (3): 267–281]. There has been a similar silence within the critical management education (CME) literature despite the anecdotal accounts of the progressive erosion of the educational space for criticality. The changes to the educational environment present an opportunity to take stock of how critical approaches are able to respond – or if they are able to respond – to a more consumerist environment where different generational priorities and expectations of education are being expressed. This paper seeks to open up the debate and outline a research agenda to examine CME in the new higher education in the context of marketization, generational change and internationalization.
    Human Resource Development International 06/2014;
  • Human Resource Development International 05/2014; 17(3).
  • [Show abstract] [Hide abstract]
    ABSTRACT: There are few career studies that examine the unfolding of the careers of women managers in the Arab Gulf states. Based on in-depth interviews, this study examines the career paths of women managers in the United Arab Emirates. The current study demonstrates how the careers of women in this country unfold in a multidimensional perspective, within the country’s unique macro-cultural and meso-organizational contexts. The findings also reveal how the women managers adopt some aspects of the contemporary careers to fight or rebel against the gender discrimination, inequality and bureaucracy that are inherent within their traditional careers. The study ultimately provides some recommendations with implications for human resources development and the further advancement of women’s careers.
    Human Resource Development International 05/2014; 17(3).
  • [Show abstract] [Hide abstract]
    ABSTRACT: This paper is a retrospective of the 12th International Conference of the Academy of Human Resource Development (Asia Chapter) that took place in Taipei, Taiwan on 5–8 November 2013. This paper provides a brief review of pre-conference workshops, keynote and innovation addresses, parallel sessions and cultural activities. The authors also share their thoughts on the contributions of international conferences to the field of human resource development.
    Human Resource Development International 05/2014; 17(3).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Organizations are often confronted with the challenges of developing global leaders who can function effectively in different cultural contexts. The existing scholar-practitioner literature offers limited information regarding evidence-based practices for developing global leaders who are called to exercise effective leadership in different cultures. The interview presented here is an attempt to highlight some of the unique challenges and opportunities senior executives face when they operate in international contexts.
    Human Resource Development International 05/2014; 17(3).
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    ABSTRACT: We examined transfer from a training intervention in a management-development programme that focused on general management skills. Our sample included union (n = 57) and non-union (n = 119) leaders. Transfer was evaluated using multi-source feedback and surveys. A quasi-experiment was also conducted where one group was trained to develop self-management contracts that included longer term (i.e., distal) goals while the second group was trained to develop self-management contracts where they broke their longer term goals into shorter term (i.e., proximal plus distal) goals. The overall training programme increased self-efficacy and transfer. No significant differences were found between the two self-management conditions on any key measures.
    Human Resource Development International 05/2014; 17(3).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Using the critical incident (CI) technique, concrete examples of effective and ineffective managerial behaviour (CIs) were collected from managers and non-managerial employees within private and public sector organizations situated in the north and southeast regions of Mexico. The CIs were content analysed using open, axial and selective coding to identify a smaller number of thematic categories. A total of 38 ‘manager’ and 35 ‘non-managerial employee’ behavioural categories were identified respectively, of which 82.19% (n = 60) were found to be either convergent or polar opposite in meaning. The findings suggest that what behaviourally differentiates effective managers from ineffective managers is perceived, described and defined by Mexican managers and non-managerial employees in much the same way. The study provides new insights on the issue of perceived managerial and leadership effectiveness in Mexico and is a rare example of indigenous managerial behaviour research in a non-Anglo country.
    Human Resource Development International 05/2014; 17(3).
  • [Show abstract] [Hide abstract]
    ABSTRACT: In this study, we examined the curricular and institutional characteristics of HRD master’s programmes in the United States. Our sample included 108 programmes in 100 institutions that were self-identified as HRD programmes. Among our findings: (1) fewer programmes were located in schools of education (44%) and more were located in schools of business (28%) than indicated by previous research; (2) there was greater homogeneity in curriculum among programmes in the same institutional locations (e.g. schools of education or schools of business) and greater variation among programmes in different institutional locations; (3) the curriculum of programmes located in schools of education tended to focus on traditional educational topics such as adult learning and instructional design, while the curriculum of programmes located in school of business tended to focus on management topics such as organization development, staffing and employment law. Our findings suggest that the nature of HRD as an academic subject varies with institutional location, as do the skill sets of students who graduate from HRD programmes. Future research should take these differences into account.
    Human Resource Development International 05/2014; 17(3).
  • Human Resource Development International 05/2014; 17(3).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Skills and training policy will be a significant issue at the next UK general election in 2015 and youth unemployment is likely to be especially prominent. However, there has been a consistent failure to address the underlying problem and to consider its causes. Instead an increase in the number of apprenticeships, now increasingly loosely defined, has been seized upon as a solution by all sides in the debate. As a result another policy failure is likely. The article concludes with an alternative proposal, based on a change in the Companies Act.
    Human Resource Development International 01/2014; 17(2).
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article is concerned with the design science approach as a potential enabler of problem-focused and solution-led HRD research. The article highlights the issues of the relevance and impact of HRD research and considers the design science approach as one way of resolving these matters. It summarizes by way of background the origins and precepts of design science, delineates HRD research from classical design sciences and explanatory sciences, analyses the ways in which management researchers have interpreted and applied design science and recognizes parallels with HRD research. The article argues that HRD research should endeavour to produce both problem-relevant generalizable knowledge that is useable by HRD practitioners to solve their pressing organizational field problems and its own class of theories. It proposes the recasting of HRD interventions as artefacts based on a logic of design and prescription. The article concludes by suggesting some ways in which an ‘HRD research as design science’ agenda might be advanced.
    Human Resource Development International 01/2014; 17(2).
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article presents an exploration of how human resource development (HRD) practices are ‘talked in to being’ in discussion events held in an open online environment. The discursive strategies of actors in such open virtual spaces are examined as a means to analyse how HRD practitioners collectively discuss and define what they do. Reflecting much of the research literature, this exploration found that a common definition of HRD remains elusive and that HRD as a practical concept is fluid and expansive. The analysis of the specific discussion events found that the discourses of practitioners have moved away from the common binary structuring between the US and European ‘Schools’ of HRD. The findings presented here suggest that HRD practices are elastic, contested and unstable and that the discursive strategies of practitioners seek to negotiate points of consensus and stability drawing on components of both the Schools. Furthermore, the discussion event clearly positions HRD practice as being in a largely self-created crisis that emphasizes a failure to meet the expectations of management or to respond to changes in the ‘business’ environment.
    Human Resource Development International 01/2014; 17(2).
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    ABSTRACT: There is a universal consensus that human resources represent the heart and soul of effective health systems everywhere. However, despite this consensus, human resource planning in low income countries remains a neglected, often poorly implemented and ineffective component of health-system development. The planning exercises that do take place are often inefficient, use inappropriate planning models or fail to adequately prioritize human resource investment decisions. This article briefly discusses possible reasons why this failure occurs and describes four key steps that can help health system planners more effectively prioritize and link human resource for health investment decisions to health system strategy and programmatic initiatives. Implications for human resource development practice and national human resource development are discussed.
    Human Resource Development International 01/2014; 17(1).
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    ABSTRACT: In many countries, the human resource practice of training outsourcing has emerged as one of the fastest growing segments of the broader business process outsourcing industry. In spite of the growing popularity in professional practice, training outsourcing continues to be subjected to critical review and ongoing debate with most attention focused on the decision to ‘outsource’ or ‘not to outsource’. However, there exists a shortage of research on training outsourcing as a human resource development (HRD) practice and the potential relationships with desired organizational outcomes including employee commitment. This exploratory international study extends previous research that has examined the relationship between training and organizational commitment by focusing exclusively on outsourced training. Data were collected from information technology firms in two countries: India and the United States. Results showed positive relationships between specific measures of employee perceptions of quality, usefulness and supervisor support for outsourced training with organizational commitment. Recommendations are made for future research as well as for professional practice to guide HRD practitioners involved in the rapidly growing global practice of training outsourcing.
    Human Resource Development International 01/2014; 17(2).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Creativity has been considered a key component of organizational performance. This study examined the impact of employees’ openness to change, knowledge sharing intention and knowledge creation practice on employees’ creativity. The mediating effects of knowledge creation practice between openness to change and creativity and between knowledge sharing intention and creativity were examined in the Korean public sector context. A total of 202 cases were used, and structural equation modelling and model comparison were conducted to identify the structural relationships and the mediating effects. Results revealed significant relationships between openness to change and knowledge creation practice, between knowledge sharing intention and knowledge creation practice, and between knowledge creation practice and creativity. However, no direct relationship was found between openness to change and creativity and between knowledge sharing intention and creativity. Also reported in this study are the significant mediating effects of knowledge creation practice on the relationships between openness to change and creativity and between knowledge sharing intention and creativity.
    Human Resource Development International 01/2014; 17(2).
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    ABSTRACT: The purpose of this study is to examine the predominant factors that lead to being an innovative organization from the employees’ perspective in Japanese multinational companies (MNCs) in Thailand. The study employed qualitative case study approach utilizing semi-structured interviews and a focus group, and involved nine participants from five different Japanese MNCs operating in Thailand. The study found that learning and development, participative decision-making, communication and tolerance towards conflict and risks, kaizen (continuous improvement) and leadership were the main factors in promoting innovation in organizations.
    Human Resource Development International 01/2014; 17(1).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Corporate Trainers experience many organizational challenges that require new skills. This qualitative study sought to determine the challenges faced by South African Education Training and Development university students employed as trainers in corporate roles. Findings suggest that trainers require contextual and generic soft skills to meet the requirements of their jobs and that the term trainer embraces a variety of roles of different focus and different status. While there appear to be a common set of problems facing trainers irrespective of location, the interventionist skills and employment policies of the South African government have an important influence on activity in the organization.
    Human Resource Development International 01/2014; 17(1).
  • [Show abstract] [Hide abstract]
    ABSTRACT: The purpose of the present study is to examine objective career success for paramedics. Specifically, it examined the effects of race (Minority versus White) and location of work (rural versus non-rural) on the objective career success of paramedics, as measured by salary. Multiple regression analyses were conducted on 10 years of data from nationally representative samples of paramedics. Results showed that the human capital variables of hours worked, experience, and education predicted objective career success. In addition, rural paramedics earned significantly less than do their counterparts in non-rural areas. Although far fewer in number than White paramedics, Minority paramedics appeared to earn more than White paramedics. The study concludes with suggestions for human resource development (HRD) practitioners and for further research.
    Human Resource Development International 01/2014; 17(1).

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