This article was written in response to the editor's invitation to provide an alternative perspective to Zarestky and Cole's article in this same issue. While appreciating the perspective provided, I ...question the assumption that SOAR (strengths, opportunities, aspirations, results) as an approach to strategic planning will strengthen organization development. From among many concerns that I have with this approach, I offer four with brief explanations: the lack of systems thinking associated with positive psychology, the lack of efficacy associated with traditional strategic planning, the failure of a results orientation in a field that applauds continuous improvement, and the inability to identify the necessary data to support either SWOT (strengths, weaknesses, opportunities, threats) or SOAR.
Based on person-organization fit theory, this article moves beyond theories of motivation and social exchange relationships that have often been used in commitment literature. This article ...contributes to understanding perceptions of organizational culture (OC) and affective commitment (AC) through perceptions of a learning organization (LO). Such understanding helps to tackle current commitment issues in Malaysia through strategic human resources development (HRD) planning and deploying organization development activities. We examined: (a) the extent to which organizations with an embraced LO mediated OC and AC, (b) the most influential component of OC in promoting employee AC, and (c) the most important component of LO for influencing OC and AC. We obtained 516 respondents (64.5% response rate) in selected Malaysian private organizations. It was concluded that LO mediated the relationship between OC and AC. Respect for people was an influential factor of OC for AC, while empowerment played a significant role in LO culture mediating the relationship between OC and AC. HRD practitioners should strategically plan organizational activities, norms, and policies that promote organizational learning processes and a learning culture to enhance AC.
Invited Response McLean, Gary N.
Human resource development review,
12/2012, Letnik:
11, Številka:
4
Journal Article
Recenzirano
This article is a response to the preceding article (Alagaraja & Wang, 2012) on developing a National Human Resource Development Strategy Model. While the article makes significant contributions to ...the body of literature on National Human Resource Development, there are some limitations to the article, including the selection of the two countries of India and China; unaddressed challenges in these two countries; an imprecise application of the concept of a model; the attempt to create a model based on only two countries; the databases used for the literature review; and the inadequacy of the model developed in the article. Several recommendations for future research are also proposed.
In this study, we analyzed transfer, as measured by different instruments, and its relation to some of the factors that have been related to transfer in a Canadian transportation organization. ...Transfer was measured cross-sectionally through the application of three scales to short-distance truck drivers. Transfer was perceived as higher when a general rather than a specific transfer instrument was applied, implying that the choice of instrument could influence the results. This highlights the relevance of instrument selection in the design of studies. Additionally, while correlations between satisfaction with the training, content relevance and motivation to transfer and transfer differed with different instruments, the correlation between accountability and transfer did not. Contrary to the trend of using a single measure of transfer, this study provides empirical evidence of the transfer construct as measured through different instruments. This evidence can be useful in research methods on training transfer to understand better the construct and its operationalization. Implications for theory and practice are discussed.
The problem and the solution. Recent exploratory research has affirmed the variations in understanding of the meaning of human resource development (HRD) from country to country based on a number of ...identifiable characteristics of the country. One area identified in the definitions of some countries, which was different from that found in the United States and in some other countries, was a focus on HRD as national policy. The purpose of this issue of ADHR, then, is to explore how HRD is viewed as national policy around the world.
Even though adult education (AE) has long advocated for lifelong learning (Glendenning, 2000) and human resource development (HRD) has been narrowly focused on employee or organizational learning ...(Swanson, 1995) neither field has done much in terms of aging workers, retirement, and retirees' learning needs To populate this editorial with examples from AE and HRD professors who are no longer employed full-time in the university in which they spent most of their careers (are they then retired?), I sent emails to everyone I knew who fit into this classification. Many are using their retirement to travel (some extensively), to spend more time with family (especially, grandchildren), to do consulting work, to develop new careers (Monica Lee has played a significant role in developing an awardwinning approach to technology access in rural areas in NW UK), and some have invested themselves more fully volunteering and developing leisure activities.
Validation of predicting transfer instruments in Spain González-Ortiz-de-Zárate, Aitana; Alonso García, Miguel Aurelio; Quesada-Pallarès, Carla ...
European journal of training and development,
08/2020, Letnik:
44, Številka:
6/7
Journal Article
Recenzirano
Purpose
The purpose of this paper is to validate two scales, the factors predicting transfer (FPT) and the effectiveness questionnaire (CdE), in the Spanish Public Administration (SPA).
...Design/methodology/approach
The FPT was administered at the end of the training, and the CdE four months after training. Participants had attended one of the 62 trainings offered by the SPA. With 1,457 participants, exploratory factor analysis (EFA; n = 728) and confirmatory factory analysis (CFA) (n = 729), randomly assigned, were performed on the FPT, and CFA (n = 726) was applied to the CdE.
Findings
A 30-item and four-factor solution emerged for the FPT through the EFA, which was confirmed by a good model fit through the CFA. A seven-item single-factor solution was confirmed for the CdE. Measurement invariance for the mode of instruction and gender was accepted for both instruments.
Research limitations/implications
Further research should be done in a more heterogenous sample that includes private organizations, different sectors and sizes. In the human resource development (HRD) field, these results suggest, in line with previous research, the existence of underlying constructs of factors of transfer that migrate across cultures.
Practical implications
The potential use of the FPT is the diagnosis of factors of transfer, and for the CdE, evaluation of the transfer of interventions at the behavioral level. The instruments are suitable for research and practice that compares online and in-class training.
Originality/value
The study performs the first rigorous analysis of measurement instruments to evaluate factors that predict transfer in Spain.
This article is a by-product of an innovative session of the 2014 Asia Chapter of the Academy of Human Resource Development conference, Seoul, South Korea, where eight female researchers with roots ...in eight Asian countries (in alphabetical order: China, India, Japan, Korea, Malaysia, Sri Lanka, Taiwan, and Thailand) presented on the topic of Asian women in top management. In this article, we present these presenters' perspectives on the topic, including their current state of working conditions and balancing of personal and professional lives. We asked them the following three questions: (1) Do traditional values/religious beliefs limit or liberate women in management? (2) How have social views on the role of women in management changed in your country? (3) What organizational and social changes are necessary for women to advance to leadership positions? We also encouraged them to go beyond answering these three questions. Additionally, we discuss convergence (commonalities) and divergence (differences) across these eight Asian countries.
This study explored individual perceptions of the concept of crisis and the strategies used to manage crisis events. Situated in the national Indian cultural context, this exploratory qualitative ...study addressed three questions: How do individuals from the Indian national culture define a crisis? How do individuals from the Indian national culture manage a crisis? What impact does the Indian national culture have on individual approaches to crisis management? Interview data were collected from 66 Indian participants with a focus on critical incidents related to crises. The findings from a thematic analysis revealed that, despite sharing the same national cultural heritage, the participants perceived crises very differently, and their approaches to crisis management could be classified into three categories: fighting, compromising, and avoiding. Further, culture influenced the strategies participants adopted to manage their perceived crises, and national cultural norms that bound the society were given the utmost importance by the participants.
AHRD’s Globalization McLean, Gary N.; Lee, Monica M.
Advances in developing human resources,
11/2016, Letnik:
18, Številka:
4
Journal Article
Recenzirano
The Problem
The Academy of Human Resource Development (AHRD, used interchangeably here with the Academy) was founded and has always been headquartered in the United States. This has communicated the ...message that the Academy is U.S.-centric, and, indeed, many aspects of its operations have confirmed this U.S.-centric perspective. However, this has not been the intent of AHRD. What has been done, and what more is needed, to change this view?
The Solution
We examined the historical efforts to expand internationally through membership, conferences, relationships with other associations, journals, and special interest groups (SIGs). In addition, we offered suggestions for other actions that might enhance global perspectives in overcoming existing challenges in the future.
The Stakeholders
All members of the Academy should be interested in this article, as the Academy continues to stress the importance of internationalizing (used interchangeably with globalizing) the Academy, whether they be academics, practitioners, or students. Other professional organizations, not just those headquartered in the United States, but throughout the world, should be interested in the Academy’s successes and challenges in this arena.
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