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Advancing Theory in Human Resource Development Advances in Developing Human Resources (IF 3.1) Pub Date : 2024-08-14 Marilyn Y. Byrd
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LGBTQ+ Faculty Members' Perceptions of Diversity Policies and Practices in Higher Education Advances in Developing Human Resources (IF 3.1) Pub Date : 2024-07-26 Sage A. Mauldin
ProblemThe career development and professional growth of LGBTQ+ faculty members in higher education is an under researched topic in the field of human resource development (HRD); particularly as it relates to ways that exclusionary diversity policies and practices can hinder well-being and perpetuate marginalization of this group. While current diversity policies and practices in higher education acknowledge
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Human Resource Development (HRD) Meets Human Resource Management (HRM): A Skills Based Agenda for a FRAGILE World Order Advances in Developing Human Resources (IF 3.1) Pub Date : 2024-07-25 Brian Harney, Claire Gubbins
ProblemHRD and HRM can sometimes operate in silos or at cross-purposes. The increasingly FRAGILE world order confronting business (i.e., Fragmenting boundaries; Resurgent populism; Accelerated digitalisation; Growing inequality; Inverted populations; Loss of Trust; and the Ecological crisis) mandates greater collaborative engagement across HRD and HRM.SolutionFollowing a detailed review of the skills-based
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Organizational Support After Early Pregnancy Loss: The Importance of Training and Awareness Development Advances in Developing Human Resources (IF 3.1) Pub Date : 2024-07-24 Taylor Cavallo, Ana Carolina Rodriguez
The ProblemMiscarriage is an under-discussed topic in organizations. Many organizations in the United States do not offer organizational support for individuals who experience miscarriage. Not having organizational support may make an individual’s experience of healing more challenging, impacting their professional and career development.The SolutionOrganizations can combat some of the challenges around
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Yes She Can: Examining the Career Pathways of Black Women in Higher Education Senior Leadership Position Advances in Developing Human Resources (IF 3.1) Pub Date : 2024-05-23 Ransford Pinto, Ty-Ron M. O. Douglas, Dena Lane-Bonds, Rhodesia McMillian
ProblemBlack women continue to face significant underrepresentation in senior leadership roles, particularly within higher education. Despite this disparity, there exists a dearth of research and understanding surrounding the achievements and success narratives of those who have managed to ascend to senior-level leadership positions within the higher education sector.SolutionHigher education institutions
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It’s All About the Language Advances in Developing Human Resources (IF 3.1) Pub Date : 2024-05-16 Marilyn Y. Byrd
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The Impact of Artificial Intelligence in Employee Onboarding Programs Advances in Developing Human Resources (IF 3.1) Pub Date : 2024-05-11 Julie G. Brown
ProblemEmployee onboarding is one of the most important phases of an employee’s life cycle. Human resources (HR) is vital in setting employees up for success, particularly during this employment stage. Some organizations lose employees before they have had a chance to learn about and acclimate to the organization. An ineffective onboarding program may contribute to high turnover costs and low employee
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Insights on the Transition to Leadership: The Power of Onboarding and Networking Advances in Developing Human Resources (IF 3.1) Pub Date : 2024-05-10 Sheri S. Williams, Jeri M. Heileman
ProblemIn the rapidly changing future of work, advances in human resources are needed to develop individual leadership expertise and further the collective aims of the organization. This article explores the challenges and opportunities in the transition to leadership for new and early-career leaders across interdisciplinary and interorganizational contexts.SolutionTwo high-impact strategies are proposed
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An Anti-racism Curriculum for Inclusive Teaching and Learning Advances in Developing Human Resources (IF 3.1) Pub Date : 2023-05-12 Marilyn Y. Byrd, Chaunda L. Scott
ProblemThe field of human resource development (HRD) is recognized for its contributions to the body of literature on learning and performance. However, the lack of literature on problems emanating...
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Developing Awareness of Green Human Resource Development Practices in the Hotel Industry Advances in Developing Human Resources (IF 3.1) Pub Date : 2023-03-03 Ehikioya Hilary Osolase, Roziah Mohd Rasdi, Zuraina Dato’ Mansor
The ProblemThe hotel industry is a major contributor to the depletion of natural resources (e.g., water and energy) and other practices (e.g., waste management and pollution) that jeopardizes envir...
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Bridging the Gap Between Research and Practice of Engagement: Toward a Collaborative Human Resource Development Advances in Developing Human Resources (IF 3.1) Pub Date : 2023-02-13 Bo Fang
The ProblemAs the discourse around employee engagement has continued to emerge as an interdisciplinary, intercultural, and interprofessional concept, the gap between research and practice of engage...
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Diversity Officer Development Programs: A New Approach to Cultivating High Preforming Chief Diversity Officers Advances in Developing Human Resources (IF 3.1) Pub Date : 2023-02-11 Jeremy W. Bohonos
ProblemIncreasing numbers of organizations are creating new Chief Diversity Officer positions, and because these roles are relatively new to the corporate landscape, industry lacks established meth...
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Must It Be Lonely at the Top? Developing Leader Well-Being in Organizations Advances in Developing Human Resources (IF 3.1) Pub Date : 2023-01-23 Julia Bachman, Rachel Henry, Corai Jackson, Tyree Mitchell, Oliver S. Crocco
The ProblemHuman resource development (HRD) scholars and practitioners have given considerable attention to the topic of employee well-being; however, scholarship on the well-being of leaders in or...
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Fostering Leader Feedback Seeking at the Workplace: The Role of HRD Practice Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-11-18 Sheldon Carvalho, Prasad Oommen Kurian, Charles Carvalho, Fallan Kirby Carvalho
The Problem.Scholars in the feedback-seeking domain have predominantly focused on employee feedback seeking. However, there is less known about feedback seeking when the leader is the seeker of fee...
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Developing Leaders Using On-Line Action Learning: An Activity Theory Analysis Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-11-15 Katie Willocks
The Problem.There is an urgent need for leadership development in today’s turbulent, organizational context. Methods that support leadership development in collaborative and peer settings as well a...
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Course-Based Undergraduate Research in Human Resource Development: A Case Study Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-11-08 Jihee Hwang, Corbin Franklin
The ProblemIn the United States, undergraduate programs in Human Resource Development (HRD) have been growing and are visible in developing undergraduate students’ career readiness and skill set ac...
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Hair Bias in the Workplace: A Critical Human Resource Development Perspective Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-10-25 Juanita Trusty, David Akili Ward, Mijean Good-Perry Ward, Mengying He
The ProblemManagers and other individuals in the workplace may have a bias, either conscious or unconscious, against Black women based on their appearance. Since slavery, Black people with lighter ...
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Editorial: Inclusive Leadership: Critical Practice Perspectives From the Field Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-08-13 Marilyn Y. Byrd
Inclusive Leadership is an emerging philosophical, humanistic, relational, and person-centered leadership approach that is grounded in principles of relationships, affective behaviors, social justice, and social change (Byrd, 2022). While the term has been conceptualized and studied across multiple disciplines and practitioner research groups, social psychologists are credited with laying the foundation
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Meeting Belongingness Needs: An Inclusive Leadership Practitioner’s Approach Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-08-12 Aimee L. Canlas, Michael R. Williams
ProblemTheoretical and practical frameworks delineating the individual and relational needs inherent to creating perceptions of belongingness in the workplace are absent in Human Resources Developm...
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An Inclusive Leadership Model Insights From the Tech Industry Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-08-12 Dante L. Booker, Michael R. Williams
ProblemInclusive leadership models have been introduced to represent a shift from traditional leadership approaches. However, missing from these models are principles of social justice and forward-...
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Developing Leaders for Disruptive Change: An Inclusive Leadership Approach Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-07-08 Sara V. Simmons, Robert M. Yawson
ProblemAcross all sectors, leadership decision-makers question how to professionally develop leaders who foster cohesive, collaborative, and high performing workforce environments in diverse organi...
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A Chief Operating Officer's Perspective on Managerial Coaching Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-07-07 Charles Carvalho, Sheldon Carvalho, Fallan Kirby Carvalho
The ProblemIn recent years, managerial coaching has garnered increasing attention from organizations, even though practitioners suggest that managers may resist coaching employees. More dialog and ...
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Job Satisfaction or Employee Engagement: Regardless of Which Comes First, Supportive Leadership Improves Them Both Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-07-02 Stephen B. Prentice
ProblemWhile the debate continues over which comes first, employee engagement or job satisfaction, there is no debate regarding the high positive correlation that exists between them, nor their imp...
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Black, African American, and Migrant Indigenous Women in Leadership: Voices and Practices Informing Critical HRD Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-05-16 Lorri J. Santamaría, Liliana Manríquez, Adriana Diego, Dona Alberta Salazár, Claudia Lozano, Silvia García Aguilar
The ProblemThe lack of theoretical frameworks representing voices and leadership experiences of women of color, compounded by multiple ways intersectionality changes the experience, continues to be...
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Special Issue: Women of Color and Leadership Journal: Advances in Developing Human Resources Expanding Our Voices? A Review of Human Resource Development Literature on Women of Color Leaders Over the Last Decade Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-05-16 Dr. Cynthia Sims
ProblemIn 2009, a collective of African American (Black) women challenged race-neutral and gendered perspectives of leadership in a Special Issue of Advances in Developing Human Resources. Since th...
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Preface: Women of Color and Leadership Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-05-12 Cynthia M. Sims, Angela D. Carter
ProblemAs the United States continues to advance to become a majority minority workplace, there is a need to support the development and career progression of women of color. Most leadership resear...
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Black Women Leaders: Going High in a World of Lows Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-05-11 Dequies A. Lanier, Sonia J. Toson, J. Celeste Walley-Jean
The ProblemAlthough relevant to some leaders, existing leadership theories and frameworks lack sociocultural support for Black women leaders. Furthermore, despite its roots in developing people, th...
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The Hill We Climb: The Future of Women of Color Leadership Development Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-05-06 Angela D. Carter, Stephanie Sisco
The ProblemThere has been sparse research on the intersectional nature of the leadership practices of women of color since the last special issue in Advances in Developing Human Resources (ADHR). Included here are insights and recommendations for HRD practitioners and scholars on developing women leaders of color.The SolutionIn this concluding article, we make recommendations for future theory and
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The Impact of Artificial Intelligence on Expertise Development: Implications for HRD Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-03-24 Alexandre Ardichvili
ProblemThe implementation of artificial intelligence (AI) is assumed to lead to increased productivity of knowledge workers. However, AI could also have negative effects on the development of professional expertise.SolutionA review of the literature on expertise development is provided, followed by examples of AI implementation in a knowledge-intensive profession, accounting. The analysis of these
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Exploring the Process of Transformative Learning in Executive Coaching Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-03-23 Dr Gloria Mbokota,Prof Kerrin Myres,Dr Sunny Stout-Rostron
Problem The important role played by executive coaching in the development of leaders is well established in the literature. While some scholars suggest that executive coaching fosters transformative learning (TL), there is insufficient empirical evidence to support this. Solution This study set out to investigate the process of TL in executive coaching from the coachee’s perspective. A longitudinal
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Dancing in the Paradox: Virtual Human Resource Development, Online Teaching, and Learning Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-03-23 Elisabeth E. Bennett, Rochell R. McWhorter
ProblemThe world is undergoing digital transformation accelerated by the COVID-19 pandemic, resulting in several paradoxes, such as isolation versus increased accessibility, and structure versus flexibility. With many joining Virtual Human Resource Development (VHRD), the relationship of online teaching and learning to VHRD is understudied, thus necessitating exploration.SolutionThe complexity of virtual
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Back to the Basics: People, Learning, and the Organization Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-03-23 Marilyn Y. Byrd
As you read this issue of Advances, you may think this is a Special Issue because you will see learning as a theme developed throughout each of the articles. Actually, it is just by chance! This issue of Advances is a golden opportunity to reflect on learning as a foundational paradigm for HRD and the learning organization as a supportive system for growing, developing, sharing, collaborating, and
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Employee Networking Behavior: Sources, Challenges, and Support Advances in Developing Human Resources (IF 3.1) Pub Date : 2022-03-11 Manish Kumar, Sheldon Carvalho, Charles Carvalho
Networking behavior helps enhance employees’ success in work and career domains, but importantly, it may be helpful for organizations in improving their ability to coordinate, internally and externally, and innovate. Based on existing literature, critical factors that serve as antecedents of employee networking within organizations, including individual and organizational factors, are identified. Next
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The Diverse Voices Conference: A Model of Diversity and Social Justice Education Beyond the Classroom Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-12-22 Marilyn Y. Byrd
It is not uncommon for our journals to feature sections on Implications for Human Resource Development (HRD) research and theory to practice. It is time that we center our focus more on HRD education, specifically diversity and social justice education where students learn to be morally just human beings and to practice social justice goals in their work. Hite andMcDonald (2010) brought a Special Issue
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Looking Back, Then Turning the Page Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-12-22 Marilyn Y. Byrd
For the last 20 years, Advances in Developing Human Resources has leveraged the practice and profession of human resource development (HRD) through themed Special Issues. This present issue begins a new era for the journal. The journal has been re-formatted and we will now bring you topics of interest in HRD in a single topic format. We will continue to bring at least one themed Special Issue during
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Engaging Employees Through a Virtuous Environment! Does Positive Affect Mediate in the Relationship? Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-12-20 Himani Sharma, Richa Goyal
The Problem The high rate of disengagement among the workforce affects the overall functioning of the organizations as disengaged employees are not only dissatisfied but can also spread negativity among their fellows. Therefore, there is an emerging need to ascertain how organizations can contribute in reducing such disengagement. The Solution Findings from this study suggests that an organizational
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Roads to Success: The Career Attainment Experiences of Lawyers With Visual Impairments in South Korea Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-12-21 Chang-Kyu Kwon, Soonok An
Problem: Disability issues have long been a topic at the margins of HRD research and have rarely been examined outside the United States context or with a focus on a specific disability type. Additionally, largely due to a homogeneous national culture, people with disabilities in South Korea experience unique barriers in career development. Solution: The authors report the findings of a multiple case
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Black Male Executives in Higher Education: The Experience of Ascending the Academic Leadership Ladder Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-09-08 Torrence E. Sparkman
The Problem The current pipeline supplying qualified and competent leaders to the upper ranks of higher education appears to prelimit the number of Black males who reach executive status. Even though many universities and colleges remain resolute in increasing diversity, social, and structural barriers block access and restrict executive development. This study focuses on the leadership and career
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On Black Male Leadership: A Study of Leadership Efficacy, Servant Leadership, and Engagement Mediated by Microaggressions Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-08-31 Cynthia M. Sims, Angela D. Carter, Torrence E. Sparkman, Lonnie R. Morris, Jr., Ande Durojaiye
The Problem Dr. Martin Luther King Jr, and other Black men (and women) successfully used servant leadership to advance U.S. civil rights. Yet, the value of these leadership practices among Black men in contemporary workplaces is not known. The decision to lead may be based upon one’s leadership self-efficacy and influenced by community and as Black men prioritize social justice and developing others
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Emotional Intelligence, Organizational Social Architecture, and Black Male Leadership Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-08-24 Enin M. Rudel, Brandi Derr, Miranda Ralston, Terrence B. Williams, Aprille Young
The Problem The leadership of Black male leaders is an under-studied topic in the leadership literature and more so in the field of human resource development. Moreover, traditional and contemporary leadership theories are universalized and have not adequately captured social and emotional issues encountered by leaders within their social identity location. A closer examination of this phenomenon is
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Critical Engagement: Lessons Learned and Implications for HRD About Black Male Faculty Leadership in Higher Education Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-08-20 Sherman Henry
The Problem Limited discussions of the Black male as a leader has taken place in the human resource development literature. Hence, racialization, the process of constructing and attaching meaning to racial identity, is an under-studied topic. Further problematic, traditional leadership theories advance a race-neutral, universalized mainstream view of leaders, and do not consider the multiple ways that
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Editorial Postscript: Developing Black Males: The Way Forward Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-08-20 Marilyn Y. Byrd
This is a benchmark Special Issue in that it is the first Issue of the journal dedicated to the development of Black males. Generally, what is read, taught, and researched about leaders uses a broad stroke to paint a picture of the leader. The picture that most often emerges is a middle-class White male. The scholars in this Special Issue have been given space to challenge how the socially marginalized
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The Trenches and Valleys of Corporate America: A Black Male Human Resource Leader’s Autoethnographic Account Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-08-20 Cory J. Wicker
The Problem In predominantly White organizational contexts and professions, such as human resources, that are significantly occupied by non-Blacks, Black male leaders struggle with achieving career success due to a lack of organizational support. Although existing research in human resource development (HRD) and career development provides a holistic representation of minoritized groups, there is a
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Editorial: Developing Human Resources: Where Are the Black Males? Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-08-15 Marilyn Y. Byrd
This Special Issue was proposed and organized by Dr. Torrence E. Sparkman, who serves as guest editor. Dr. Sparkman assembled a group of scholars who recognized the underrepresentation of Black males holding administrative and executive leadership positions in predominantly White organizational and institutional contexts. Except for diversity-related roles (e.g., Chief Diversity Officers) the few occasions
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Responding to Career Development Uncertainties and Successfully Navigating Career Journeys Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-06-16 Claretha Hughes, Yuanlu Niu
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 individual career goals could impact the organization’s
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Preface: Shifting Career Realities and Navigating Career Journeys Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-06-01 Claretha Hughes, Yuanlu Niu
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 researchers are providing career theories, ideas,
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Mechanisms for Hopeful Employee Career Development in COVID-19: A Hope-Action Theory Perspective Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-05-30 Hyung Joon Yoon, Yu-Ling Chang, Farhan Sadique, Issa Al Balushi
The Problem Under the pandemic, employees face unique career challenges depending on their contexts and situations. For example, essential workers need to find ways for themselves and their families to be safe. Remote workers need to learn about new ways of working and communicating. In addition, for displaced or soon-to-be displaced workers, a job search is a primary career concern. The Solution All
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Emerging Career Realities during the Pandemic: What Does it Mean for Women’s Career Development? Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-05-26 Bhagyashree Barhate, Malar Hirudayaraj
The Problem Women must often overcome inequitable workplace policies and unsupportive family for career development. Although remote work allows women the freedom to manage both work and family domains, stigma rooted in gender-stereotypes dissuades women from utilizing remote work policies and working flexibly. The Solution Working from home during the pandemic, has led to some erosion of the stigma
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The Impact of COVID-19-Prompted Virtual/Remote Work Environments on Employees’ Career Development: Social Learning Theory, Belongingness, and Self-Empowerment Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-05-21 Shana Yarberry, Cynthia Sims
The Problem The COVID-19 pandemic caused many workers to move from brick and mortar buildings to virtual/remote environments. This created situations in which workers were forced to not only work virtually, but to work alone. The lack of physical contact with others has the potential to stifle efforts to remain engaged and consequently impede career development and progress. The Solution Virtual mentoring
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Remote e-Workers’ Psychological Well-being and Career Development in the Era of COVID-19: Challenges, Success Factors, and the Roles of HRD Professionals Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-05-19 Sunyoung Park, Shinhee Jeong, Dae Seok Chai
The Problem As most employees have been forced to work from home during the COVID-19 pandemic, there is considerable concern about how to preserve employee health and well-being by supporting their work in this unpredictable situation. In this sense, research highlighting how to support remote e-workers in the COVID-19 pandemic era is urgently needed to inform scholars and practitioners about effective
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Post-Leave (Return to Work) Training Needs and Human Resource Development Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-03-05 Denise R. Philpot, Mariya Gavrilova Aguilar
The Problem Employee leave is impacted by a variety of laws that address employer obligations and employee responsibilities. While the employee leave process is managed by an organization’s Human Resource Management (HRM) function, in most cases these laws and internal organizational policies and procedures do not address the training needs related to the employee’s return to work and subsequent integration
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HRD Interventions that Offer a Solution to Work-Life Conflict Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-02-03 Emily Hammer
The Problem Balancing work and life can be difficult. In a new world of work amidst COVID-19, balancing work and life has become even more challenging. Employees are struggling to adjust their work-life obligations while maintaining performance expectations. Providing employee support to reduce stress and minimize adverse effects on performance outcomes requires employer action. The Solution HRD interventions
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Not Your Parents’ Organization? Human Resource Development Practices for Sustainable Flex Work Environments Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-02-01 Ethan P. Waples, Meagan E. Brock Baskin
The Problem. Everything we know and understand about flexible work arrangements (FWAs) revolves around extant research exploring the effects and effectiveness of FWAs based on samples in which organizations and/or employees freely adopted their use. In a post COVID-19 world, organizations implemented FWAs and employees who may not have been prepared for or desired such arrangements. This has resulted
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Paradigm and Cultural Shifts on Employee Leave and Work-Life Initiatives Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-01-29 Zahir I. Latheef
The Problem Policies on employee leave and flexible workplace arrangements have not met the needs of employees in achieving work-life balance. Even when such policies do exist, employers are largely unable to actualize the benefits of these policies. These challenges have been exacerbated by the global pandemic creating more demand for work-life flexibility practices. The Solution Organizations must
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Human Resource Development Before, During, and After Military Leave Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-01-27 Kenneth M. Sweet, Stephanie L. Black
The Problem Many organizations are ill-equipped to mitigate the talent management challenges associated with extended leave for military reservists. Today, reservists take more long-term leave from civilian employment than at any point in modern history, due to more frequent and longer periods of active service resulting from persistent conflict. Yet, there is a lack of research on managing the dual
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Preface: Developing an Organization Through Work Life Balance-Driven Leave Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-01-23 Emily Hammer
The Problem Employee leave amidst the Coronavirus pandemic brings about key questions regarding organizational support and development. Current corporate and public policies are written into employee handbooks where they are lauded as supportive economic, social, and sustainable policies for helping people (i.e., workers) achieve humane needs, but are proving to be lacking for truly providing support
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Flexible Work Arrangements: A Human Resource Development Tool to Reduce Turnover Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-01-23 Marvin Bontrager, M. Suzanne Clinton, Lee Tyner
The Problem. An increasing number of organizations are experiencing concerns from employees regarding work-life balance. Organizations that have chosen to implement formal flexible work arrangements (FWAs) have experienced reluctance from their employees to participate. COVID-19 has forced the hand further toward FWAs, and created additional work life balance concerns. The Solution. FWAs present an
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Virtual HRD’s Role in Crisis and the Post Covid-19 Professional Lifeworld: Accelerating Skills for Digital Transformation Advances in Developing Human Resources (IF 3.1) Pub Date : 2021-01-08 Elisabeth E. Bennett, Rochell R. McWhorter
The Problem. The Covid-19 pandemic brought unprecedented crisis to a world already undergoing digital transformation. Millions of people began working virtually to prevent the spread of disease and to maintain business continuity, suddenly participating in virtual human resource development (VHRD) and alternative work strategies that helped organizations adapt to current challenges and prepare for
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Engaging Communities in Challenging Times: Lessons Learned from the Master Gardener Program During the COVID-19 Pandemic Advances in Developing Human Resources (IF 3.1) Pub Date : 2020-11-30 Emmanuel Osafo
The Problem The centrality of community engagement to the success of higher education is incontestable. When the coronavirus (COVID-19) pandemic emerged in early 2020, organizations and institutions, including universities had to suspend most community engagement activities, which is predominantly done in-person, across states in order to reduce the spread of the virus. This was a call for strategic
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Developing Competencies for Emotional, Instrumental, and Informational Student Support During the COVID-19 Pandemic: A Human Relations/Human Resource Development Approach Advances in Developing Human Resources (IF 3.1) Pub Date : 2020-11-30 Brenda Lloyd-Jones
The Problem The COVID-19 pandemic required many college and university faculty members to transition quickly from traditional classroom instruction to virtual, online learning. Aside from mastering technical skills needed to maintain an uninterrupted learning environment, faculty were challenged with mastering social-emotional competencies for maintaining continuity in relationships (e.g. student/peer