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HRD Research (hrd + research)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Sources of social capital: Effects of altruistic citizenship behavior and job involvement on advice network centrality

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2009
Mian Zhang
Social capital has been receiving increasing attention in HRD research. However, the sources of social capital have received inadequate attention. Little has been done to reveal how people obtain their social capital in the workplace. This study investigated the effects of employees' altruistic citizenship behavior and job involvement on their advice network centrality. Advice network centrality was used as an indicator of social capital. The results suggest that altruistic citizenship behavior and job involvement are positively associated with employees' advice network centrality. Furthermore, our findings suggest that job involvement moderates the effect of altruistic citizenship behavior on advice network centrality. Theoretical and practical implications for HRD are discussed and future directions are drawn. [source]

The relevance of organizational subculture for motivation to transfer learning

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2008
Toby Marshall Egan
Although human resource development practitioners and researchers emphasize organizational culture as a major contributor to employee learning and development, results from this study suggest organizational subculture has greater influence on employee-related learning motivation. The relationships among organizational culture, organizational subculture, leadership style, and motivation to transfer learning are examined in this study of 354 randomly selected health care providers from a population of 1,255 employees of three of the largest health care organizations in the United States. Study findings indicate that organizational subculture was highly associated with employee motivation to transfer learning,far higher than organizational culture overall. Supportive and innovative subcultures have clear positive relationships, while bureaucratic subcultures negatively influenced motivation to transfer learning. Findings also support the differences between leadership style types and particular subculture types in relation to motivation to transfer learning. In terms of leadership style, a consideration style had a stronger relationship to motivation to transfer learning than did structuring style. Implications for HRD research and practice are explored. [source]

Relations between characteristics of workplace practices and types of informal work-related learning: A survey study among Dutch Police

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2008
Anja J. Doornbos
Some organizations seek to promote informal work-related learning to stimulate organizational performance. This study focuses on six types of work-related learning in relation to personal, relational, and work characteristics of the workplace practice. A survey was conducted to identify types and levels of work-related learning for executive Dutch police officers in terms of intentionality, developmental relatedness, and interaction partner's professional practice and hierarchical position. Analysis of the data found that police officers frequently learn from their peers and together. They learn from new and less-experienced colleagues infrequently. Of the nine characteristics of workplace practices researched in this study, some seemed to individually facilitate work-related learning; in particular, the individual's value of workrelated learning, possibilities for collegial feedback, and a relatively high level of work pressure seemed to stimulate informal work-related learning. Implications of the findings for HRD research and practice are discussed. [source]

An alternative approach to conceptualizing interviews in HRD research

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2007
Jia Wang
Qualitative researchers in human resource development (HRD) frequently use in-depth interviews as a research method. Yet reports from qualitative studies in HRD commonly pay little or no analytical attention to the co-construction of interview data. That is, reports of qualitative research projects often treat interviews as a transparent method of data collection, with the contents of answers to interview questions as data that mirror people's views and experiences of a "world out there." In this article, we demonstrate how an ethnomethodological approach to the reanalysis of interview data drawn from a qualitative study in HRD treats the research interview as a socially situated setting in which narrative data are co-constructed by speakers. From this perspective, it is possible to see how speakers produce unstable category descriptions and morally laden portrayals in order to support their claims. We argue that this type of analysis is useful for three reasons: (1) it provides a way to investigate instances in which interview accounts may prove analytically problematic; (2) it makes evident how interview data are produced by illuminating the conversational resources used by both researcher and participant to co-construct descriptions; and (3) it provides a new analytical approach for HRD researchers, who have until now relied primarily on thematic representations of findings derived from inductive analyses of interview data. By using this approach to analyze or reanalyze interview data, researchers may gain further insight into the research topic and the interaction that produced the interview data in a particular socially situated setting. This approach reveals the practical reasoning, identities, and moral assumptions demonstrated in talk by speakers. Such analysis, we argue, assists in HRD theory building in that it contributes to complex interpretations of data that respond to new and different questions, including methodological questions. [source]

Researching human resource development: emergence of a critical approach to HRD enquiry

INTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 1 2006
Claire Valentin
This paper argues that mainstream research in management and human resource development (HRD) is dominated by a positivist paradigm. In a theoretical discussion and review of literature on management, human resource management, HRD and organization studies, it explores critical perspectives in research, which draw on postmodernism and critical theory. It examines how they have contributed to the emergence of a critical HRD and discusses the features of a critical HRD research. [source]