Claretha Hughes

University of Arkansas at Fayetteville | U of A · Communication Leadership and Research Methods

Purpose The purpose of this study is to explore Chinese women’s pursuit of entrepreneurship as a career choice through the intersectional lens of gender and culture. The study aims to identify factors that influenced Chinese women’s decisions to pursue entrepreneurship. Design/methodology/approach In this exploratory qualitative study, we conducte...

Human Resource Development (HRD) scholars, professionals, and practitioners have unique expertise that can be integrated with the expertise of diversity, equity, and inclusion (DEI), diversity intelligence (DQ), and ethics scholars, professionals, and practitioners who understand DEI, DQ, and ethics history and concepts. Understanding how to merge...

This chapter seeks to answer the following questions: How does one gain diversity intelligence® expertise? Why is there no specific degree required for those who lead diversity efforts in organizations? What criteria is needed for leaders of diversity efforts and how can they share that expertise with others in the workplace? How does one lead incl...

This chapter explores the questions: How does one truly apply diversity in practice? How does one talk about diversity exclusive of the actual application of diversity in practice? What is the applicable evidence of diversity success? There have been three paradigms that have guided most diversity initiatives: (1) The discrimination-and-fairness pa...

Diversity intelligence (DQ) evokes the question—why should anyone need it? Diversity management has not been as successful as it could be because we have seen very little change in the workplace since its introduction. DQ will not be embedded with diversity management or diversity and inclusion failure efforts. DQ looks at leadership development an...

Different theories and practices related to diversity have shaped the need for DQ. There are lots of theories that concern race such as critical race theory; however, there are few that deal directly with diversity. This is part of the confusion in the workplace caused by the introduction of the term diversity. Concepts and theories such as cogniti...

There are many benefits of examining leadership DEI competencies through a DQ lens. This book demonstrates a strong knowledge of the conceptual forebearers of diversity and provides evidence of the reasons why promoting DQ among workplace leaders is important. Are HRD and HRM professionals, practitioners, and scholars willing to critically examine...

DQ is needed in many aspects of career development and even more so in the prevalent nature of digital, virtual, and remote work. As we transition from Industry 4.0 of digitization and technology enhancement and enter Industry 5.0 which represents human-computer interaction, it is imperative that leaders have DQ. The Great Resignation and quiet qui...

Leaders’ behaviors, language, labels, and management can all hinder diversity efforts. Leaders’ inability to understand and accept that what they intended is not what occurs offers them room for growth through DQ. While allyship, anti-racism, and inclusive language’s intent may be to improve diversity efforts, they sometimes hinder diversity effort...

Call for Papers: Career Development International Special Issue - Linguistic profiling and implications for career development: https://www.emeraldgrouppublishing.com/calls-for-papers/linguistic-profiling-and-implications-career-development. We would appreciate you sharing this widely in your networks. Introduction Current career literature exa...

The purpose of this study was to explore the educational leadership support as perceived by K-12 teachers and leadership effectiveness in addressing the work transition during the COVID-19 pandemic in two countries: China and the U.S. In this exploratory study, sixteen K-12 teachers from China and the U.S. were interviewed. Our findings indicated t...

This chapter highlights how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus on a strategic and competitive business opportunity for organizations. However, the adverse, lived experiences that socially marginalized people experience are concealed wi...

The workforce is becoming more diverse with the increasing number of mature workers delaying retirement and working beyond the legal retirement age. Retaining mature workers in organizations can be challenging. Training leaders and managers in diversity intelligence (DQ) has the potential to lead to better and more effective supervision of diverse...

Competitive advantage is attained through talent development and leadership. Talented employees seek career advancement, change, and success. Organization leaders must integrate all employees into their strategic plans and can no longer exclude talented, diverse individuals. Key diversity improvement themes are revealed in this chapter to help lead...

The purpose of this chapter is to provide diversity intelligent strategies that can be used by leaders to eliminate ineffective diversity efforts, enhance effective diversity efforts, and provide new diversity intelligent strategies in organizations. Integrating DQ alongside emotional, cultural, and intellectual intelligences in the workplace can s...

This book introduces diversity intelligence theory and provides a view into ways leaders can reflect on their actions and behaviors to effectively implement new strategies, and is an essential read for HR researchers, professionals, consultants, and managers of global operating companies.

Awareness and inclusion are not enough to create effective change in organizations and society. Instead, organizations must implement strategies to ensure that they not only improve diversity, but also place their employees on career development plans that provide the best fit between individual and organizational needs as well as personal characte...

This book is intended to be used as a supplement to courses across various fields of study but has direct correlations with human resource development and workforce development. Instructors in any field of study where students examine the work environment and the treatment of employees will find useful scenarios that can be used to facilitate discu...

The Problem The COVID-19 pandemic has forced employees and organizational leaders to consider the reality of its impact on career goals. Individuals have been forced to reconsider or readjust their career goals as being achievable, deferred, or even eliminated. Organizational leaders or those in strategic positions have been forced to consider how...

The COVID-19, worldwide pandemic forced organization leaders and employees to shift their career realities. They had to determine ways to navigate their career journeys more rapidly. Human resource development (HRD) scholars and professionals are in positions to assist organization leaders and employees as they seek to succeed in their careers. The...

Competitive advantage is attained through talent development and leadership. Talented employees seek career advancement, change, and success. Organization leaders must integrate all employees into their strategic plans and can no longer exclude talented, diverse individuals. Key diversity improvement themes are revealed in this chapter to help lead...

This chapter highlights how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus on a strategic and competitive business opportunity for organizations. However, the adverse, lived experiences that socially marginalized people experience are concealed wi...

The purpose of this chapter is to provide diversity intelligent strategies that can be used by leaders to eliminate ineffective diversity efforts, enhance effective diversity efforts, and provide new diversity intelligent strategies in organizations. Integrating DQ alongside emotional, cultural, and intellectual intelligences in the workplace can s...

The Problem Due to the unexpected and rapid spread of COVID-19 throughout the world, training professionals are faced with three distinct problems: (1) lack of technological infrastructure; (2) the conflict between essential and non-essential workers; and (3) the ability to rapidly train workers to use new technology while working from home. Traine...

The workforce is becoming more diverse with the increasing number of mature workers delaying retirement and working beyond the legal retirement age. Retaining mature workers in organizations can be challenging. Training leaders and managers in diversity intelligence (DQ) has the potential to lead to better and more effective supervision of diverse...

Chapter 5, “Artificial Intelligence, Employee Engagement, Fairness and Job Outcomes,” defines AI as the ability of a computer system to sense, reason, and respond to the environment. Computer systems with advanced AI can engage in sensing, reasoning, and responding in the most complex and dynamic environments. AI systems are being adapted rapidly b...

Managing Technology and Middle- and Low-Skilled Employees explores the rapidly changing use of digital and systems innovations in the management of specific sectors of the workforce in the modern workplace across different industrial contexts.

The authentic leadership (AL) framework was explored within small businesses to determine whether owners were authentic leaders who elicited enhanced job satisfaction and performance in their associates. Gender identity and work-role identity were mediators between AL and job satisfaction, and owner gender was a moderator of the AL framework. A tot...

The authentic leadership (AL) framework was explored within small businesses to determine whether owners were authentic leaders who elicited enhanced job satisfaction and performance in their associates. Gender identity and work-role identity were mediators between AL and job satisfaction, and owner gender was a moderator of the AL framework. A tot...

Organizational leaders should know and understand all employees in the workplace. Being able to recognize and describe a quality, inter-personnel diverse workforce is essential as organizations seek to use the talents of all employees to increase productivity. Each individual possesses unique characteristics that contribute to their location, use,...

Improving human productivity and their career development opportunities will continue to be a goal of employees and organizations into perpetuity. There is no end in sight for the number of ideas and variety of ways to explore the implementation of ideas to meet human needs throughout the world. Some organizations are exploring the use of technolog...

A supportive culture, champions, communication, time, and change are needed to sustain workforce inter-personnel diversity in organizations. Many workforces have undereducated and undertrained employees. For effective change to occur leaders must champion change efforts. Leaders are needed to champion workforce inter-personnel diversity efforts in...

There are many cultural groups in the workplace. Many members of these groups are treated as if they are monolithic in their thoughts and actions. Although organizations are different, their leaders are sometimes monolithic in their perceptions of cultural groups. Not all cultural group members have the same views on structure, policies, and belief...

To develop employees in the workplace, the employee, the organizational leaders, and the HRD professionals must all believe that the employee has potential. To motivate a diverse workforce with different KSAs within the organizational culture, the focus should not only be upon the differences in various protected class categories but also on how to...

This chapter explores the importance of organizational values established through norms and how those values influence ethical or unethical decision-making in the workplace. Leader behavior is the number one influencer of employee behavior in the workplace. Ethics can be developed through education and training. Human resource development (HRD) sch...

This chapter provides human resource development (HRD) scholars and professionals with statutes and regulations that affect HRD scholarship and practice. The most important skills and competencies for HRD scholars and professionals to manage legal regulations and standards effectively are administration, treatment of participants, business skills,...

Human resource development (HRD) professionals assist with hiring and retention of employees in specific ways including new hire orientation training and career development. Ensuring that leaders and employees understand that employee rights in the workplace is an essential training responsibility of HRD professionals. Employees and employers must...

The theory of human resource development HRD is within an ethical frame; yet, there is not much empirical research, from HRD scholars and professionals, which supports ethics as a foundational framework of HRD. HRD scholars and professionals have a unique opportunity to educate and train students and employees in ethical and legal issues in the wor...

Connecting ethics and diversity using diversity intelligence (DQ) will allow human resource development (HRD) scholars and professionals to improve the success of diversity initiatives within organizations. The ethics of employees ultimately determine the implementation success of organizational policies. Employees must have the ethical wherewithal...

Human resource development (HRD) scholars and professionals must follow research ethics, assist with governance within their organizations, and prepare for the future. Understanding Institutional Review Board (IRB) polices and Freedom of Information Act (FOIA) requirements and exhibiting research ethics are vital to the career success of HRD schola...

There are many laws, ethics, and policy concerns in the workplace but some of the ones that effect human resource development (HRD) professionals the most are electronic monitoring of employees in the workplace, whistleblowing policies, and intellectual property rights. HRD professionals can help develop communication materials and strategies to en...

This book explores the role of HRD professionals in making ethical and legal decisions in the workplace. While previous books have described the need for ethics in HRD, this book presents ethical and legal frameworks for effective implementation in the workplace. The ethical standards of an organization provide a key insight into its values, and th...

“Drawing upon decades of her own research, Dr. Hughes provides human resource professionals with yet another useful lens to consider when designing interventions to support diversity and inclusion. Both practitioners and academics will find new ways to understand, describe and lead inclusive workplaces in her newest book.” - Holly M. Hutchins, Prof...

A holistic approach to examining workforce inter-personnel diversity is needed as organizations seek to improve their productivity. Each employee provides value to the organization and that value should be recognized and rewarded. One concern with workforce inter-personnel diversity is that some individuals think that it is just another way to (re)...

The history of the American workplace has been predicated on a variety of generations of employees working together to meet organization goals. The systems within the organizations usually were designed around seniority when there were unions in many workplaces. Unions are very infrequent in the American work system and seniority is not valued as i...

The crux of the challenge in bridging the scholar-practitioner gap in Human Resource Development is in creating effective mechanisms for the transfer of knowledge between scholars and practitioners. Emerging literature on the topic of knowledge management, and of knowledge management systems, provide a compelling point of view in which to consider...

Historically, American workers are continuing to be displaced by the productivity gains of technology and the competition for cheap laborers in a globalized economy. Human resource development (HRD) professionals are seeking ways to address rapid, continuous changes in technology and some, unfounded, fears and concerns regarding the influence of gl...

Problem Leadership development is a core part of training, education, and career management strategies in organizations. Yet, leaders are not translating what they learn about protected class employees during leadership development initiatives back to the workplace. Solution Diversity intelligence should be added to organizational diversity and le...

The Problem As there is diversity in many workplaces, diversity intelligence (DQ) needs to be integrated alongside intellectual, emotional, and cultural intelligences to be effective. DQ requires leaders to have knowledge to understand protected class employees and the legal mandates and executive orders established to protect those employees from...

This chapter brings to light how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus on a strategic and competitive business opportunity for organizations. The objective of this chapter is to represent diversity management as an organization-serving ph...

Purpose Women are starting businesses at unprecedented rates, yet little is known about the leadership of small business owners. Establishing new ventures may allow women to use their full abilities and benefit from a more level playing field. Business owners have the unique opportunity to lead and define their businesses based on their authentic...

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Langston Hughes (1938), in his great poem “Let America Be America Again,” suggests that we, the people, must redeem our nation together. However, when certain citizens are, or perceive themselves to be, excluded, marginalized , ignored, and prevented from achieving their full potential, a nation and, subsequently, its organizations suffer. When did...

For organizations to succeed they expect effective leadership techniques and characteristics to be used and displayed by their leaders at all times. The characteristics and techniques of leaders vary depending upon who the leader is and what the organization expects of them so that they can remain in their leadership roles. There is continuous deba...

Organization leaders cannot be expected to understand and capture the essence of the lived experiences of protected class group members, but they can acquire competencies to deal with diversity. Leaders who do not have a frame of reference for the lived experiences of protected class group members must be open to learning and being educated about s...

This chapter will describe different theories and practices related to diversity and how those theories and practices have shaped the need for DQ. There are lots of theories that concern race such as critical race theory; however, there are few that deal directly with diversity. This is part of the confusion in the workplace caused by the introduct...

DQ has the potential to positively impact the career development of all employees. Some employees have been denied career development opportunities because of a lack of understanding of their ability to learn and attain new knowledge, skills, and abilities. Many false assumptions are held by leaders that have been allowed to hinder the career devel...

Three types of intelligence are currently accepted as mainstream among organization leaders. They are intellectual (IQ), emotional (EQ) (Salovey and Mayer 1990), and cultural (CQ) (Konyu-Fogel 2011). IQ, EQ, and CQ are typically assessed when examining organization leaders’ effectiveness. These assessments have included aspects of diversity but add...

In this final chapter, current issues and implications for the future of DQ will be discussed. Evolving trends that are relevant to leadership and career development with regard to diversity will also be examined.

There are scales available that are used to measure IQ, EQ, and CQ. Currently the EQ scales are used most frequently. Despite all of the scales used, diversity concerns of protected class group employees remain prevalent. DQ requires individuals to display both cognitive knowledge of protected class groups and positive behavioral actions toward all...

All employees within the workplace must be treated fairly and equitably including those with disabilities who may require accommodations that serve to increase access to and maintenance of competitive employment. Human Resource Development (HRD) researchers and practitioners have experience in accommodating employees with disabilities but are now i...

The crux of the challenge in bridging the scholar-practitioner gap in Human Resource Development is in creating effective mechanisms for the transfer of knowledge between scholars and practitioners. Emerging literature on the topic of knowledge management, and of knowledge management systems, provide a compelling point of view in which to consider...

Human resource professionals are an essential part of an organization; by helping to establish a rapport between employees and their managers and providing individual support, they ensure the overall well-being and success of an establishment. However, in certain sectors, such as academia or industrial settings, their role still remains unclear. B...

Human Resource Development (HRD) and Management (HRM) flexibility emphasizes flexible learning, educational technology, flexible firm model, human resource flexibility, high performance work systems, and contingent employment. Human resource departments should examine the development and management of their human resources in the context of the emp...

The History of Human Resource Development offers a historical narrative of HRD and provides a methodology for critical thinking to better understand the theories and assumptions of today's HRD.

One of the challenges of evaluating the modern era of HRD is that it is still ongoing. History, like high school relationships, is usually best judged with the perspective of longitudinal distance. The challenge is made all the more difficult when considering modern HRD in a similar manner to other eras contained in this text. While the pattern of...

On Saturday evening, January 7, 2012, a TV commercial for the prescription drug Chantix depicted a loving wife expressing a desire to stop smoking for the benefit of her husband and children. A voice-over began describing the potential side effects of the medication. The side effects become starker, with the voice-over calmly suggesting, “If you no...

As we move forward in our historical examination of seminal events in HRD, one fact should become more apparent: casting a net large enough to appropriately capture the various influential events is impossible. Therefore, no claims should be made, or expectations set, that the history contained herein is comprehensive in nature. However, as we prog...

Reviewing the history of HRD in this text is somewhat akin to flying cross-country in a jumbo airliner versus meandering down Route 66 in a ragtop convertible: your view is limited by small windows, high elevation, and the route the pilots chose. After reading thus far you may be exclaiming to yourself, “But what about the Cadillac Ranch outside of...

As has been previously mentioned, one of the core concepts of critical thinking is the illumination of philosophical assumptions. In this text, the reader has been exposed to numerous philosophies, most of which are core not only to HRD but also to Western thought. In reviewing these philosophies, three key themes emerged that could be considered p...

As we progress in our journey through human history, the reader, as an astute observer, will begin to notice a rather important phenomenon: the interrelatedness of historic events. Similar to the concept of scaffolding in learning (Wood, Bruner, & Ross, 1976), history regularly builds upon itself. New benchmarks are achieved as individuals walk pat...

This is the first chapter in which we will begin to delve into human history to better understand the growth and development of HRD as a discipline, as well as its current practice. Historical research, like any research epistemology, carries with it strengths and weaknesses. Johnson and Christensen (2008) def ine historical research as an “attempt...

The end of the Middle Ages also brought about a significant reduction and almost extinction of the craft economy in which farmers, artisans, and miners were the predominant workforce (Bass, 1994). The Industrial Revolution of the late 1800s through the early 1900s ushered in the mass production economy and, with it, bureaucratic procedures and the...

In 1944, when World War II was in full swing would anyone have imagined that B. F. Skinner (yes, the same B. F. Skinner who developed operant conditioning) would be playing an integral role in America’s development of a weapon? Or, that his development would be related to training? Although he did not train humans, he trained pigeons to guide bombs...

Organization development, which evolved from organization theory (Hinings & Greenwood, 2002; Weber, 1964), has been defined by many researchers (Cummings & Worley, 2005; Egan, 2002; McLagan, 1989; McLean & McLean, 2001; McLean, 2006), and involves the principles, processes, and performance within organizations. McLean (2006) broadly describes organ...

This book analyzes the emerging concept of diversity intelligence, which values the differences in employees without attempting to make everyone alike. Organization leaders need diversity intelligence to better interact with the changing demographics in America and the global economy, by embracing differences as strengths rather than weaknesses. Wi...

This chapter's goal is to describe the confusion that occurs within organizations where there is no clear definition of diversity from which all employees operate. Integrating diversity into organization and career development is vital but cannot occur without an operational definition of the term diversity. There is also misunderstanding between t...

Today's workforce represents individuals of various backgrounds and experiences. The influence of such individuals is becoming an important component in the workplace and researchers continue to explore the challenges of understanding the connection between employee profiles and the overall success of a company. Impact of Diversity on Organization...

On completion of this chapter you should be able to:Explain the terms theory and philosophy.Recognize and apply foundational theories of HRD.Explain how theory and philosophy are linked to learning and performance.Discuss the significance of human capital theory as a core theory of HRD.Evaluate the reliability of theory.Describe the three philosoph...

On completion of this chapter you should be able to:Describe Juran’s trilogy.Integrate Juran’s trilogy with HRD.Explain quality management.

On completion of this chapter you should be able to:Describe the role of the HRD professional in organizations.Distinguish between HRD programs and HRD projects.Describe strategy and its relationship to HRD.Apply the Hughes HRD program design model to an HRD problem.Apply the Hughes five values framework to an HRD problem.Explain return on investme...

On completion of this chapter you should be able to:Explain the meanings of learning organization and organizational learning and distinguish the differences between the two.Recognize characteristics of the learning organization.Recognize subsystems of the learning organization.Explain the foundations and barriers for building a learning organizati...

On completion of this chapter you should be able to:Define career management and performance management.Describe the integration of career and performance management.Explain coaching and mentoring and their influence on career and performance management.Discuss how to value both people and technology in organizations.Align the value of both people...