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HRD Professionals (hrd + professional)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Comparing the Roles, Responsibilities, and Activities of Transactional and Transformational HRD Professionals

PERFORMANCE IMPROVEMENT QUARTERLY, Issue 4 2002
Jerry W. Gilley
ABSTRACT HRD professionals engage in one of two potential roles,transactional or transformational. Transactional focuses attention on an activity strategy whose cornerstone is training. Transformational focuses on a results-driven strategy that is performance-centered-a role that helps organizations achieve their strategic business goals and objectives. These strategies differ in their outcomes and contributions to organizations in that the former leads to training for training's sake while the latter seeks to maximize organizational performance and effectiveness. Thus, HRD professionals are challenged to choose either an activity strategy that embraces a business as usual approach or a results-driven strategy that requires adopting a new and exciting role. [source]

The power of work experiences: Characteristics critical to developing expertise in strategic thinking

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2008
Ellen F. Goldman
The ability to think strategically is an increasingly important requirement for managers at all organizational levels. HRD professionals have attempted to help develop this ability through work experiences. However, research identifying which work experiences are most beneficial is limited. As a result, HRD efforts may be weakened. This paper presents findings indicating the importance of nine categories of work experiences to developing the ability to think strategically, and specifies their required characteristics. The characteristics vary with the experience but do follow some general themes. [source]

The impact of workplace attire on employee self-perceptions

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2007
Joy V. Peluchette
This study examined employee preferences for different styles of workplace attire and how wearing various styles of clothing affected their self-perceptions. Respondents felt most authoritative, trustworthy, and competent when wearing formal business attire but friendliest when wearing casual or business casual attire. Significant two-way interactions were found between dress preference and mode of dress worn on self-perceptions of productivity, trustworthiness, creativity, and friendliness. Suggestions for future research and implications for HRD professionals are proposed. [source]

Value priorities of human resource development professionals

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2005
Reid Bates
This descriptive exploratory study sought to assess the values priorities of individuals and groups across various HRD occupational specialties. Findings showed that, in general, respondents felt the most important guides to the practice of HRD should be those emphasizing performance-related outcomes. However, results also showed meaningful variation in top-priority values across individuals and significant differences in the comparative importance of six values across education level, degree of involvement in organizational practice, nationality, and occupational and stakeholder groups. Findings suggested that HRD professionals operate from a structured set of values and that the relative importance of those values may vary according to the settings and challenges faced in practice. [source]

Trainee perceptions of factors that influence learning transfer

INTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 1 2002
Doo H. Lim
The focus of the study was to assess learning transfer made by HRD professionals from a Korean organization for a training program on performance improvement technologies. Results revealed multiple reasons for high or low transfer and provide insights into the design of highly transferable training programs. [source]