Linda Hite

• Indiana University – Purdue University Fort Wayne

Faculty often manage their careers by focusing on the next level to be obtained. For some that will be tenure or promotion through the ranks, for others it might be the relative security of a longer contract. To progress, individuals align their work and goals according to the criteria sanctioned by their departments and universities, seeking to me...

As remote work becomes an option for many, ensuring career development in virtual workspaces will require innovative action from individuals and from HRD. Using the sustainable careers literature as a framework, this article explores how individuals can build viable and meaningful careers working remotely. The research indicates there are both adva...

There are few certainties in our visions of post-COVID-19 careers, but change is inevitable. This article will explore how HRD can be proactive in addressing the immediate needs of the post-pandemic workforce and workplaces, as they strive to recover and resume a productive future. Uncertainties about employment and employability, how workplaces wi...

The world of work continues to change, with potentially dire predictions for the future as technology, work intensification, and workplace inequities impinge on careers, suggesting a need for increased attention on how to sustain them. This article focuses on the concept of sustainable careers: what they are, why they matter now, and what other dis...

This article focuses on how HRD research can better address some of the barriers to inclusive career development and secure employment. Beginning with the concept of decent work, we suggest expanding the scope of studies on workplace inequities, encouraging HRD to push further into disparities facing under-represented identity groups and including...

Career Development: A Human Resource Development Perspective offers a strategic framework that demonstrates the role of career development within the human resource function. It goes beyond conventional interventions and includes key topics such as diversity, work-life balance, and ethics. Historically, the career development literature has been vi...

CD Literature in HRD Implications for Future Research Implications for Practice Conclusion

The quotation by Cohn and Mullennix that begins this article is also an apt beginning for this issue. Globalization and workforce demographics have made diversity an organizational concern. In response, organizations typically have made diversity work a human resource development (HRD) responsibility, because diversity initiatives fit traditional H...

Summarizing this issue reinforces the need to continue the discourse on diversity in the HRD curriculum. For example, one area not covered in this collection, but important to the dialogue is evaluation of diversity education. These articles represent a thoughtful beginning, providing ideas to prompt additional conversations, action plans, and next...

Changes in the career landscape require commensurate revisions in career development (CD) to ensure it meets the needs of both employees and employers in this era of multidimensional career paths. Drawing on a model from the past, we propose building a strong career culture based on the relational approach to CD. Implementing a relational strategy...

The problem and the solution. Career development (CD), long considered a primary function of HRD, has been eclipsed in recent years by changing employer—employee loyalties, increasing interest in portable careers, and the growing importance of subjective career goals. Instead of abandoning CD in the wake of such significant changes, HRD needs to re...

The problem and the solution. This exploratory qualitative study investigated young professionals' definitions of career success and the strategies they employ to achieve that success. There were three over-arching themes that emerged from the data. Two reflect how young professionals perceive career success.They see it as individualistic and as a...

Perceptions of careers and the role of career development have changed in recent history in the wake of downsizings and organizational restructurings. Both employers and employees seem to have traded loyalty for expediency. At the same time, the global marketplace has increased competition for products and services, prompting renewed interest in re...

Much of the research on professional and managerial women actually describes the experiences of White women, excluding those of other racial and ethnic backgrounds. This exploratory qualitative study focuses on the life and work experiences of Hispanic women in managerial and professional positions and how those experiences influence their career p...

This qualitative, exploratory study examines the development and implementation of diversity training in small and mid-size organizations in a Midwestern region of the United States. The results are contrasted with diversity best practices and found lacking in key elements identified as most likely to yield success. Specifically, the organizations...

Purpose The purpose of this study is to address an under‐represented aspect of the literature on gender and work – how Black and White women managers perceive the influence of racism in the workplace. Design/methodology/approach Data were gathered using a survey instrument and compared using χ ² analyses. Theoretical constructs of aversive racism,...

The nature of work, organizations, and careers has evolved significantly in the past decade. In the wake of these changes, career-development research and implementation have languished. This article addresses this dearth of discourse and practice from the perspective of human resource development (HRD). The authors suggest a framework for reintegr...

The problem and the solution. Although the benefits of mentoring relationships have been well documented, these relationships may become dysfunctional. There are a number of ethical issues to be considered in the mentoring process. In this article, some of the most common ones are grouped into three interrelated categories: cultural replication, ac...

This study explores the differing views of Black and White female managers regarding access to key career opportunities for White women and women of color. Items addressed include access to hiring, promotions, key assignments, salary increases, acknowledgment for work, and mentors. Access to each is described by comparing White women and women of c...

This study addresses career aspirations and planning among non-managerial women. Results indicate career goals often are adapted to meet other life circumstances; and that family responsibilities, job security, and organizational support systems influence career success and satisfaction. Recommendations for organizationally based career initiatives...

This study addresses career aspirations and planning among non-managerial women. Results indicate career goals often are adapted to meet other life circumstances; and that family responsibilities, job security, and organizational support systems influence career success and satisfaction. Recommendations for organizationally based career initiatives...

This qualitative exploratory study investigated the career development experiences, concerns, and interests of hourly employees. The study, conducted in the USA, focused on satisfaction with work and careers and the potential role of career development activities in enhancing work life. Results revealed a range of needs and perspectives regarding c...

The authors explore the role of human resource development in promoting the career progress of women.

Students preparing for the diverse workplace of the future need to understand the glass-ceiling phenomenon and its ramifications for both individuals and organizations. This article suggests that an effective way to explain this concept is by examining gender differences in management development. The rationale for this perspective is provided. A r...

During the past two decades, an increasing amount of research has focused on career progress for women; however, gender has been the main focus of study, with the aspect of race rarely mentioned. In response, recent studies have begun to refute the implicit assumption that references to “women” in such research include all women, and that the exper...

Although the proportion of women entering management has increased greatly in the last two decades, their subsequent promotion into executive positions has not materialized. Explores how management development training may impede women's progress. Examines factors that may hinder women's opportunities to advance into upper management (and, conseque...