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HRD Practice (hrd + practice)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Invited reaction: Black and white women managers: Access to opportunity

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2004
Elizabeth Higginbotham
In a survey of Black and White women managers, Linda M. Hite identifies differences in the managers' perceptions of opportunities available to different race and gender groups. Her findings reveal divergent beliefs about the opportunities for people of color; there is more similarity in Black and White women's views when comparing opportunities for White women and men for getting hired, promoted, receiving salary increases, and other workplace challenges. When making comparisons with either men or women of color, White women are far more optimistic about the opportunities for people of color than are Black women. Hite uses this study to explore the lack of attention to race and racial discrimination among White women, whose views are often assumed to represent all women in management. HRD practice and research can look more closely at the perceptions and experiences of Black women to learn how better to promote their careers, since strategies that increase the number of White women might not be helpful in advancing the careers of Black and other women of color. [source]

HRD in multinationals: the global/local mix

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2001
Olga Tregaskis
This article is concerned with how MNCs (multinational corporations) differ from indigenous organisations in relation to their human resource development (HRD) practices, and whether this relationship changes across countries. We question whether local isomorphism is apparent in the HRD practices of MNCs, or whether MNCs share more in common with their counterparts in other countries. A series of hypotheses are put forward and tested, using survey data from 424 multinational and 259 indigenous organisations based in the UK and Ireland. The results suggest a hybrid form of localisation, where MNCs adapt their practices to accommodate national differences, but that these adaptations do not reflect convergence to domestic practice. The results also indicate that MNCs are selective in the HRD practices that are adapted. Evidence from this study indicates that country differences in career traditions and labour market skill needs are key drivers in the localisation of associated HRD practice. In contrast, MNCs, irrespective of national context, adopt comparable systematic training frameworks, ie training-need identification, evaluation and delivery. [source]

The effect of formal mentoring program characteristics on organizational attraction

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2008
Michael Horvath
Although the extant mentoring literature describes the post-hire benefits of mentoring programs, less is known about how mentoring programs affect pre-hire perceptions of organizations,perceptions that may have subsequent implications for the success of mentoring programs and other HRD practices. To explore this issue, we used a policy-capturing design to examine the influence of formal mentoring program characteristics on organizational attraction. Results from a sample of 254 undergraduate participants indicated preferences for organizations offering mentorship programs that are voluntary, that give protégé input into the choice of mentor, that link protégés with individuals who hold higher rank (that is, supervisors), and that offer both career and psychosocial support. Furthermore, one of these relationships was moderated by participants' Need for Dominance. Implications for practice and research are discussed. [source]