Human Resource Development International Journal Impact Factor & Information

Publisher: Taylor & Francis (Routledge)

Journal 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.

Current impact factor: 0.00

Impact Factor Rankings

Additional details

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 (Routledge)

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Some individual journals may have policies prohibiting pre-print archiving
    • On author's personal website or departmental website immediately
    • On institutional repository or subject-based repository after a 18 months embargo
    • 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)
    • The publisher will deposit in on behalf of authors to a designated institutional repository including PubMed Central, where a deposit agreement exists with the repository
    • SSH: Social Science and Humanities
    • Publisher last contacted on 25/03/2014
    • This policy is an exception to the default policies of 'Taylor & Francis (Routledge)'
  • Classification
    ​ green

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: This paper introduces Eli Ginzberg’s work, titled Human Resources: The Wealth of a Nation. In particular, in this paper I posit that Ginzberg’s publication, which appears to be ‘undiscovered’ in the Academy of HRD, deserves recognition as one of the earliest inquiries into National HRD, preceding a well known book by Harbison and Myers published in 1964. The paper sheds light on the history of the manuscript creation, provides an overview of the book’s content, and discusses how Ginzberg’s perspective relates to contemporary National HRD scholarship and strengthens its foundations.
    Human Resource Development International 12/2015; 18(1). DOI:10.1080/13678868.2015.1017925
  • [Show abstract] [Hide abstract]
    ABSTRACT: Few studies have explored the professional training experiences of Arab women within the contexts of learning organisational cultures and relevant human resource development (HRD) practices. Capitalising on in-depth, face-to-face interviews, this study explores the experiences of women managers in Lebanon with professional training and organisational learning. The findings demonstrate the paucity of professional training and learning opportunities for women and illustrate how organisational discrimination and gender-biased cultures and tension influence women’s learning. To overcome these barriers and alleviate organisational tension, the Lebanese women managers capitalise on their agency and individual capacities to improve their training experiences and increase their access to learning opportunities. By virtue of individual agency and through their agentic process, the careerists shape their training and overall learning by being adaptive and developing structures of action that enable them to advance their learning. The results have important implications for HR managers and HRD scholars. They also extend our understanding of the importance, or lack thereof, of the learning culture within an organisation.
    Human Resource Development International 06/2015; DOI:10.1080/13678868.2015.1050315
  • Human Resource Development International 05/2015; 18(2):1-3. DOI:10.1080/13678868.2015.1026551
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study focused on women managers’ perceptions of mentoring and networking with respect to their career development in Saudi Arabia (SA) and the UK. This qualitative study used interviews to generate data, and we interviewed 44 women working as managers in public sector organizations in SA and the UK. The findings revealed that women in SA and the UK have different concepts of both mentoring and networking, and this relates to the cultures in the two countries. Women in SA associated mentoring and networking with their family members rather than their professional networks. In contrast, the women in the UK conceptualized mentoring and networking as something that took place, either formally or informally, in the workplace or through their wider professional networks. Both groups of women experienced challenges in their careers and received different forms of support from their professional groups and family members. Our comparative study provides a novel insight into women’s experiences from two very different perspectives and cultures; this will contribute to research and practice in this area. In particular, the findings illustrate the importance for human resource practitioners and talent managers of understanding the cultural context of their management and leadership development interventions. The paper concludes with an agenda for further research and also identifies the implications for human resource development practitioners which include adapting their strategies and practices to enable organizations to gain full value from their talent pool and realize women’s potential to hold top positions.
    Human Resource Development International 04/2015; 18(2):1-16. DOI:10.1080/13678868.2015.1026548
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    ABSTRACT: This phenomenological study focuses on Western expatriates working in the Kingdom of Saudi Arabia and their experiences and perceptions of their cross-cultural adjustment. To this end, eight Western expatriates working and living in Saudi Arabia were interviewed face-to-face in an effort to explore and document their lived experiences of adjusting to life in Saudi Arabia, thus extending the current knowledge of this phenomenon. These in-depth face-to-face interviews and the subsequently employed rigorous methods of abstracting data led to the discovery of four critical themes that were viewed by all participants as having the greatest impact on their adjustment to working and living in Saudi Arabia. These themes were Adjustment of Spouses, Life on the Company Compounds, Lack of Activities Between Saudis and Westerners, and Relationship Between the Westerners and Saudis.
    Human Resource Development International 04/2015; 18(2):1-22. DOI:10.1080/13678868.2015.1026552
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article provides a historical overview of the evolution of systems for workforce education and human resource development (HRD) in Poland. This article discusses theoretical underpinnings of the development of the concept of HRD and then moves on to a detailed analysis of stages of development of HRD in Poland, both as an academic discipline and the area of practice. Both national level policies and strategies and HRD on the level of individual organizations are discussed.
    Human Resource Development International 04/2015; 18(2):1-12. DOI:10.1080/13678868.2015.1026553
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article is a by-product of an innovative session of the 2014 Asia Chapter of the Academy of Human Resource Development conference, Seoul, South Korea, where eight female researchers with roots in eight Asian countries (in alphabetical order: China, India, Japan, Korea, Malaysia, Sri Lanka, Taiwan, and Thailand) presented on the topic of Asian women in top management. In this article, we present these presenters’ perspectives on the topic, including their current state of working conditions and balancing of personal and professional lives. We asked them the following three questions: (1) Do traditional values/religious beliefs limit or liberate women in management? (2) How have social views on the role of women in management changed in your country? (3) What organizational and social changes are necessary for women to advance to leadership positions? We also encouraged them to go beyond answering these three questions. Additionally, we discuss convergence (commonalities) and divergence (differences) across these eight Asian countries.
    Human Resource Development International 04/2015; DOI:10.1080/13678868.2015.1020717
  • [Show abstract] [Hide abstract]
    ABSTRACT: To date most studies of workplace support and work-life experience have been of contexts where government policies and legislation to protect employee work-life balance interests are well established, such as US, UK, and other European countries. Little scrutiny has been given to these issues in less developed economies, where support and protection in terms of work-life policies and legislation at the national level is rather limited. Malaysia, the setting of this study, provides such a context. Two types of organizational support, work flexibility and superior support, are studied for their impact on work-life experience of Malaysians. The findings of this study are based on a national survey of working adults in Malaysia. Work-life experience is conceptualized to capture conflict and enrichment aspects, as well as bidirectional effects between work and nonwork. Results show that work flexibility and superior support lower work-life conflict marginally but facilitate greater work-life enrichment among Malaysians. The paper also draws out implications of these findings for human resource development professionals operating in workplace settings within national contexts with limited mandatory work-life provisions.
    Human Resource Development International 04/2015; DOI:10.1080/13678868.2015.1019816
  • [Show abstract] [Hide abstract]
    ABSTRACT: The purpose of this paper is to examine the relationships between high involvement work practices (HIWPs) and employee engagement. HIWPs consist of four main attributes: (a) power - employees have the power to make decisions and/or to participate in decision-making; (b) information - information is shared among employees; (c) reward - employees are rewarded for their good performance; and (d) knowledge - employees are provided with the necessary training to do their work. This paper investigates the connections between engagement and each of these practices, and proposes a conceptual model that links these relationships. It starts by providing a brief overview of HIWPs, followed by a discussion on the connections between HIWPs and engagement, and a conclusion and discussion of implications for practice and research.
    Human Resource Development International 03/2015; DOI:10.1080/13678868.2014.1003698
  • Human Resource Development International 03/2015; 18(2):213-216. DOI:10.1080/13678868.2015.1026554
  • [Show abstract] [Hide abstract]
    ABSTRACT: As developing excellent global leaders should be an urgent priority of companies in the global business world, there has been considerable research in this area. Despite this, there is limited research on the systematic global leadership competency structure reflecting both on its levels and dimensions and on specific competencies. The purpose of this article is to create a theory-based integrative framework that can be used to identify the competencies comprising global leadership. To accomplish this purpose, an integrative literature review was employed on competency theory and global leadership, resulting in the development of an integrative framework for global leadership competency. The framework, with three levels and four dimensions, established in this article contributes to corporations in providing a means of developing company-specific models of global leadership competency. Also discussed are implications for future human resource development research and theory building.
    Human Resource Development International 02/2015; DOI:10.1080/13678868.2014.1003721
  • [Show abstract] [Hide abstract]
    ABSTRACT: The transfer of western leadership theories and practices across the globe has inspired criticism in recent years, suggesting the need for local/indigenous theories of leadership. Such search, however, is troublesome in countries with a heterogeneous cultural background where the constant influence of outside cultural/social/economic parameters abound. The purpose of this article is to identify local/indigenous practices of leadership in one country with a heterogeneous cultural background – Brazil. In this conceptual article, we explore selected literature to investigate the topic of Brazilian culture and its particular style of corporate leadership.
    Human Resource Development International 01/2015; 18(1). DOI:10.1080/13678868.2014.979008
  • Belle · Burley · Long
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    ABSTRACT: Despite the noted benefits of telework, concerns about distance, employees’ lack of presence, and how individuals remain connected to the organization and its members continue to surface. This is noteworthy because a sense of connectedness and feelings of belonging at work have been linked to engagement, productivity, and performance. The aim of this phenomenological study was to describe and understand the essence of high-intensity teleworkers’ experience of organizational belonging. Notions of identity fulfilment surface as central to how organizational belonging is experienced by high-intensity teleworkers. Expressions of organizational belonging included experiences that reflected self and other awareness, personal and professional fulfilment, support from others and participation. Not belonging was apparent where there was a lack of credibility, conflict, a loss of stability and exclusion from ownership. A definition of organizational belonging is offered, and recommendations for further research and practical suggestions for organizations employing high-intensity teleworkers are highlighted.
    Human Resource Development International 01/2015; 18(1). DOI:10.1080/13678868.2014.979006
  • Bear · Hwang
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    ABSTRACT: This study provides insights for theory and practice into employee willingness to mentor. This is especially important in passing knowledge from one generation of employees to another at a time when ageing populations are seen in many parts of the world. The study examines the relationship of contextual prosocial motivation with willingness to be a mentor while simultaneously considering various individual level influences on contextual prosocial motivation. Hypotheses were evaluated through a structural equation model. Results showed a positive relationship between contextual prosocial motivation and willingness to be a mentor. Additionally, organization-based self-esteem was positively related to contextual prosocial motivation, while proximity to retirement was negatively related to contextual prosocial motivation. Implications of the findings for human resource development are discussed with suggestions offered to strengthen contextual prosocial motivation of employees.
    Human Resource Development International 01/2015; 18(1). DOI:10.1080/13678868.2014.979005
  • Human Resource Development International 01/2015;
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    ABSTRACT: Human resource development (HRD) is an ever-changing field. The concepts and the underlying principles of HRD may be similar throughout the globe, but its practice differs due to contextual factors such as culture, technology, resources and national policies. This article describes the development, current status and future trends of HRD in Pakistan. After analysing HRD in corporate, non-profit, education and community development settings, this article outlines the important role of HRD for the social and economic development of Pakistan.
    Human Resource Development International 12/2014; 18(1):97-104. DOI:10.1080/13678868.2014.979004