An ecosystems perspective on international human resource development (IHRD): a meta-synthesis of the literature.

There has been significant growth of interest in both international human resource development (IHRD) and ecosystems research. Both literatures highlight important characteristics of each concept; however, to date, they have not yet been linked. We propose an ecosystem perspective as an important framework to understand IHRD. Ecosystems emphasize interdependencies, actor centrality, bargaining power and relationships between actors as important in shaping IHRD. We utilize a meta-synthesis of the IHRD literature to identify content and process dimensions of an IHRD ecosystem. We conclude with a discussion of implications for IHRD research. ABSTRACT There has been significant growth of interest in both international human resourc

Algorithmic management and app‐work in the gig economy: A research agenda for employment relations and HRM

Current understanding of what constitutes work in the growing gig economy is heavily conflated, ranging from conceptualisations of independent contracting to other forms of contingent labour. This article calls for a move away from problematic aggregations by proposing a classification of gig work into three variants, all based strongly upon key technological features: app-work, crowdwork, and capital platform work. Focusing specifically on the app-work variant, this article's more delineated focus on the textured dimensions of this work proposes new lines of enquiry into employment relationships and human resource management. Examining the crucial role of algorithmic management, we critically discuss the impact of this novel mediation tool used by gig organisations for the nature of employment relations within app-work, work assignment processes, and performance management. In so doing, we propose a series of research questions that can serve as a guide for future research in this increasingly important field

L&D professionals in organisations: much ambition, unfilled promise

This monograph reports a study investigating the roles of learning and development (L&D) professionals in Irish, UK European and US organisations. The study investigates the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D and the relationships between context, L&D roles, competencies/expertise, and perceived effectiveness. We gathered data using multiple methods: survey (n=440), Delphi study (n=125) and semi-structured interviews (n=30). The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. Finally, we found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise. We discuss the implications for theory, research and practice

Explaining managers' participation in career-focused learning and development

This purpose of this study is to understand and explain the relationships between managers’ participation in career-focused learning and development (CFLD) and a multiplicity of individual, dispositional, organisational, and environmental factors. The contemporary career highlights the role of managers as active agents of their own careers. Managers are expected to be more career self-directed and to take ownership for investment in their career competencies. Managers are increasingly expected to have developed a complex set of personal and employability skills. CFLD is defined as formal voluntary programs of learning and development which contribute to the enhancement of generic competencies that have portability to different contexts. These competencies have value in facilitating the career progression of individuals. The study develops a model which suggests a three-level (micro-, meso- and macro-levels) framework to allow for a layered understanding of influences on participation in CFLD. The study testing the CFLD model was conducted with 375 managers in Ireland in 2006 and 2007. The study findings reveal that participation of managers in CFLD is complex and multi-faceted. The research suggests that individual dispositions, knowledge, attitudes and beliefs are particularly important in explaining participation in CFLD. The findings propose that motivation to learn, understanding of development needs, career exploration and planning, and the climate for development are highly significant. The study makes a significant contribution to both the literature on participation in learning and development and managerial careers by advancing our understanding of the concept of career-focused learning and development. In addition, the research has combined a detailed theoretical research design with rigorous statistical analysis with a view to highlighting practical implications for organisations and individuals. The study findings have important implications for both individuals and organisations. For organisations the following questions arise: Should they provide CFLD opportunities to their managers? Should the manager bear the cost of CFLD? For individuals these questions arise: to what extent can the contemporary career be planned given the complexity of the environment and how do managers make decisions concerning the competencies that are valued in the labour market

The Global Financial and Economic Crisis: Did HRD Play a Role?

The Problem The Global Financial and Economic Crisis1 starting in 2007 and its resultant impact has called into question the contribution of Human Resource Development (HRD) strategies and practices to the crisis. With its primary focus on the development of human resources, it could be argued that HRD aligned itself too closely with the strategic goals of organizations, often times profit centric, and failed to provide leaders with the skills, knowledge, and values required to question the decisions made by organizations in the pursuit of profit goals and the development of a culture of risk taking.The Solution Utilizing Cognitive Appraisal Theory (CAT), this article draws on the official reports and public inquiry hearings in the United States, United Kingdom, and Ireland into the financial crisis and finds that HRD strategies, practices, and processes are factors which may have contributed to a culture of excessive risk taking and ineffective decision making. We outline the implications for HRD theory and practice.The Stakeholders The research findings inform a multiplicity of stakeholders including organizational behaviorists, social psychologists, government bodies, educational organizations, and scholars researching strategic HRD in organizations

A review of international HRD: incorporating a global HRD construct

Purpose – The aim of this paper is to review published conceptual and research papers within the field of international, comparative and cross‐cultural HRD.Design/methodology/approach – The paper's approach is a targeted literature review focusing on papers within the mainstream HRD journals, as well as a small number of non HRD journals.Findings – The literature review revealed that international, comparative and cross‐cultural HRD is an emerging subfield of study. In general the authors were able to categorise the literatures into the three trajectories specified. However, they noted contradictions and confusions within the literature.Research limitations/implications – The paper is solely theoretical in nature; however, it does identify gaps for further research. The authors highlight specific research questions within each trajectory as well as proposing a global HRD construct.Originality/value – The paper is particularly valuable to scholars interested in theorising and researching international, comparative and cross‐cultural HRD. It sets the scene for the special issue on the three trajectories, and identifies possible avenues for future theorising and research

Understanding and Preventing Dysfunctional Behavior in Organizations: Conceptualizing the Contribution of Human Resource Development

We review the literature on dysfunctional behavior in organizations and illuminate the potential contribution of human resource development (HRD) to manage such behavior and contribute to strong governance and compliance. The impetus for this article comes from evidence of dysfunctional behavior in banking and financial organizations in many countries in recent times. We define dysfunctional behavior at individual, organizational, and institutional levels of analysis and propose a model of HRD to address dysfunctional behavior at these levels. HRD potentially plays four key roles in the context of managing and/or preventing dysfunctional behavior: development of employee awareness and skills; effective governance of HRD practices, structures, and delivery mechanisms; development of an ethical governance culture and climate and a more far-reaching role than that of organizational governance and agency mediation that minimizes the possibility of dysfunctional organizational behavior. We conclude with a discussion of HRD research and practice implications

Organisational restructuring and downsizing: issues related to learning, training and employability of survivors

Purpose – This article sets out to look at how employees who have survived an organisational downsizing and restructuring process adjust to meet the dynamics of the organisation, develop new skills and competencies, and the extent to which they take on new roles in the organisation.Design/methodology/approach – Collects accounts from managers, focusing on exploring the skills and competencies that survivors had to develop, and the attitudes they had to embrace in respect of learning and employment. Explores issues relating to the employability of professional employees and their motivation to learning and willingness to participate in learning that was more tacit and non‐formal in nature.Findings – Provides information in respect of learning processes and responsibilities. Highlights the onus on individuals to take responsibility for their own learning needs and initiate training and development needs. Suggests that self‐development skills were of particular importance in making the transition.Research limitations/implications – Generalisabilty of the findings is rendered difficult due to the small sample size and lack of access to archival organisational material.Originality/value – Addresses a gap in the extant literature on the skill and competency issues that arise from strategic and structural transformation and change, in particular from the perspective of managerial and professional employees. Identifies the risks involved in making individuals responsible for their own learning

Through the looking glass: challenges for human resource development (HRD) post the global financial crisis – business as usual?

An important question for human resource development (HRD) concerns how its practices may have contributed to the global financial crisis. Commentators have highlighted that HRD must take some of the blame. First, we consider whether HRD's traditional role of contributor through performance-based development interventions, may have facilitated questionable practices in organizations. Second, we reflect on whether HRD was an irrelevant spectator through being benign and impotent; rather than challenging the status quo in organizations. Third, we contemplate the protagonist role and argue that HRD practitioners pursued short-term performance-based wealth maximizing objectives with scant regard for the long-term organizational or societal impact. We conclude by considering how HRD scholars can engage tomorrow's business leaders in critical reflection and how HRD practitioners can pursue a strategic decoupling position which allows for challenging the status quo without alienating their professional status in the organization and ethical standing in practice