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
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    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; 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; DOI:10.1080/13678868.2015.1026552
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    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; DOI:10.1080/13678868.2015.1026553
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    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
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    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: 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.
    Human Resource Development International 02/2015; DOI:10.1080/13678868.2014.997139
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    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
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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
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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
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    ABSTRACT: The emergence, rise, and relative decline of corporate universities (CUs) is somewhat puzzling given the increasing emphasis and investment in training and development (T&D). We utilize institutional theory to identify environmental factors and forces external to the organization to better understand the historical growth and development of CUs. Our findings suggest that CUs cannot be dismissed as a passing fad. Rather, these changes illustrate the evolution and transformation of traditional T&D departments into new institutional forms over time. We generate a discussion on the ongoing challenges and future trends for T&D and present implications for HRD research and practice.
    Human Resource Development International 01/2015; 18(1). DOI:10.1080/13678868.2014.979003
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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
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    ABSTRACT: Those working in organisations have choices to make associated with not only the goods and services they produce but also their wider social and economic impact. The number of employees in low-skilled/low-paid jobs and the high proportion of companies adopting business strategies based on low-specification goods and services are a concern for many developed and developing economies. Addressing this problem is not traditionally the concern of Human Resource Development; however, we argue that through exploring the role that a wider, more balanced approach to Sustainable Talent Management and Development (S-TMD) may play within the context of the low skilled in the UK provides a crucial link to enhancing an organisation’s performance and responsibility to society. At the heart of this approach lies a shift to appreciate the collective endeavour of work practices, an enhanced role for stakeholders and identification of, and participation in skills ecosystems to support sustainable development. The paper identifies the opportunity for S-TMD to move from a predominantly individualist, managerial and unitarist understanding to one grounded in the value of tacit and embedded development processes undertaken to reflect a pluralist, multi-voiced approach to understanding of a skills ecosystem.
    Human Resource Development International 12/2014; 17(5). DOI:10.1080/13678868.2014.954191
  • Human Resource Development International 10/2014; 17(5). DOI:10.1080/13678868.2014.954187
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    ABSTRACT: 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.
    Human Resource Development International 10/2014; 17(5). DOI:10.1080/13678868.2014.954192
  • [Show abstract] [Hide abstract]
    ABSTRACT: Revealing power relations in HRD research and practice is an important concern for critical HRD scholars, however little attention has been paid to gendered power relations in the HRD practice of action learning. This paper responds to this gap through a critical analysis of a phenomenological study of six women’s reflections of action learning as part of a leadership development programme. Adopting feminist post-structuralist ideas, the paper draws on the study to interrogate gendered power relations in action learning. Key findings include women’s perceptions of gendered power relations in action learning affirm dominant understandings of leaders as male, not attending to gender impedes women’s leadership development in action learning and action learning principles of trust and comradeship can serve simultaneously to avoid difference and to reinforce a dominant set culture that constructs difference. The paper concludes with proposals of how action learning might take gender into account in the leadership development of women.
    Human Resource Development International 09/2014; 17(4):416-437. DOI:10.1080/13678868.2014.928137