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Adoption of Critical Human Resource Development (CHRD) and its capacity to change practice is influenced by the political context. HRD professionals learn to challenge their political context through CHRD teaching and research in the 'safe space' of Higher Education Institutions (HEIs). Yet, the increasingly global discourse of New Public Management (NPM), associated with what we call new performance measurement, constrains engagement with CHRD. This paper demonstrates the impact of NPM and research performance measurement on HRD scholarship, CHRD agendas, HRD professional development and HRD practice through discourse analysis of Impact Case Studies and their underpinning research as presented in the UK government's 2014 Research Excellence Framework (REF 2014). Use of national research evaluations with a focus on impact is currently spreading across the globe, and so is of international significance. We identify that although CHRD is consistently adopted in underpinning academic research publications it does not transfer into written impact cases. We conclude that context has the power to silence CHRD, and we challenge CHRD scholars to seek alternative formats to inform practice that do not disguise potential negative impacts. We also caution that silencing critical academic voice diminishes the ability of pedagogic curriculum to challenge and enhance HRD practice. [ABSTRACT FROM AUTHOR]

This paper uses essentialism and human capital theory to argue that South Africa's public universities are expected to contribute towards the production of national human capital and development. It also uses research output performance, academic staffing profile, and knowledge contributions to critical scientific fields such as mathematics and engineering to demonstrate that South Africa's public universities have made negligible progress over the past 15 years. The paper deduces that these public universities have not made noticeable inputs to the national human capital development in the specific scientific fields, which the national labour market and economy needs. Instead, South Africa's public universities' relatively greater contribution has continued to be in social sciences and humanities when national development required chartered accountants, medical doctors, and engineers. The paper makes a conclusion that all these failures are explicable through the politics that have infiltrated the leadership of South Africa's public higher education sector and the visionary deficits. As a recommendation, the paper notes that remedial measures can only start with the extrication of the public higher education sector from the ruling party and government politicking, which would allow university leadership the necessary 'academic freedom' to ensure that these institutions focus on the essentialist approaches. [ABSTRACT FROM AUTHOR]

The systematic review paper examines the relationship between artificial intelligence and human resource development in organisations. The study aims to understand AI's symbiotic role in improving HRD functions like training and development, organisational development, career development, performance management, and workforce planning in the last two decades. It highlights how AI revolutionises HRD, including performance management, learning and development, and workforce planning. The paper also covers the role HRD plays in facilitating AI adoption. This paper closes the gap between AI and HRD by highlighting the benefits of this symbiotic relationship. The work poses crucial research questions to guide future investigations. The questions cover how HRD is essential for ensuring the smooth adoption of AI to boost human capital by focusing on HRD and how AI can strengthen HRD by improving critical functions. By employing HRD practices to improve AI adoption and AI to improve HRD function, this research aims to increase our understanding of how AI and HRD need to work together in synergy. [ABSTRACT FROM AUTHOR]

This paper examines the influence of Artificial Intelligence (AI) on job and organizational processes, drawing on sociotechnical systems (STS) theory. It discusses the emergence of AI and its implications for HRD on individual, group, and organizational learning. AI has changed the trajectory of work processes and outcomes, paving the way for the future of work. An AI-human integration process model is proposed to reinforce its influence on job design in response to AI applications in the workplace. Learning is experienced between humans and between humans and AI. AI's cognitive intelligence is capable of learning from each other through a process of deep learning. Humans, too, can learn from AI to modify their response towards working with AI-enabled applications. The model illustrates the relationships between individuals, work processes, and sociotechnical systems through multilevel interactions. Of relevance to HRD are two critical processes, namely learning and innovating, that facilitate the continuation of AI-human integration, enabling employees to embrace AI as an integral part of their work life. The paper offers several implications for HRD research and practice, recognizing opportunities for workplace learning and the potential constraints and risks arising from AI adoption that are applicable globally and internationally. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to provide a framework for overseeing that applications of artificial intelligence are ethically implemented and applied. With the expanding use of Generative AI (GAI) such as ChatGPT, Bard, DALL-E, and DeepMind, and the growing adoption of these technologies in Human Resource Development (HRD), there is a pressing need to address the ethical implications of these technologies. The challenges associated with AI and GAI include bias, fairness, transparency, safety and control, displacement and job loss, privacy intrusion, humanity, and agency. These concerns have significant implications for HRD practices and the broader organisational ecosystem. However, there is a lack of comprehensive frameworks and guidelines to address the related ethical challenges these technologies present, ensuring the responsible and humane use of AI and GAI in HRD. There is a need to push the boundaries of thinking about the impact of AI in HRD and develop a comprehensive framework for guiding the ethical applications of AI and GAI in HRD practices, promoting fairness, transparency, and privacy. This paper provides a comprehensive framework of practices for addressing these challenges. [ABSTRACT FROM AUTHOR]

In recent years, the surge of interest in Artificial Intelligence (AI) technology has been notable across global academic and industrial spheres. Human Resource Development (HRD) scholars have paid considerable attention to its application. Recognizing the importance of preparing employees and organisations for the AI era, this paper explores the concept of AI literacy, focusing on the required competencies from an HRD perspective. Based on research on the Technology Acceptance Model (TAM) in the context of AI, we analysed AI-related competencies from four aspects: skills, relevance, values, and knowledge. Although the current literature on AI literacy contributes to a comprehensive understanding and highlights its importance across multiple domains, we identified some areas that lack attention and necessitate further research. The paper concludes by proposing directions for future research, accentuating the critical role of HRD in equipping the workforce with AI literacy to adeptly navigate the continually evolving technological landscape, and highlighting the need for scholars to engage in discussions about AI literacy on an international scale. [ABSTRACT FROM AUTHOR]

Contemporary careers have paved the way for protean careerists. As protean careerists, freelancers are viewed as a new breed of workforce who build their careers independent of any organisational affiliation and thus, hold full responsibility for managing and developing their own career. In this paper, we theoretically elucidate the relationship between the freelancer's career meta-competencies, perceived employability and career success. We propose a conceptual model of these relationships, along with deciphering the moderating role of occupational embeddedness and individual career stage. Our paper builds on the new career theories through offering a more holistic model of career success for freelancers that showcases the relevance of career identity and adaptability as significant for both subjective and objective career success. The paper also highlights several practical implications for freelancers that act as a guide for their survival and advancement in their protean career path. [ABSTRACT FROM AUTHOR]

Today's uncertain times have led to paradigm shifts in the world of work. The disruptive nature of unforeseen events (e.g. Covid-19) has a harsh impact on organizations' stakeholders, including employees, society and the environment. However, these events pose tougher challenges for vulnerable and weaker workers, particularly in getting access to decent and productive employment. While catering to the changing needs of business, organizations also find it difficult to provide decent work for all and achieve their social bottom lines. This paper aims to understand what role HRD plays, especially Sustainable HRD (S-HRD), in facilitating access to decent work. Conceptual analysis of the literature revealed that S-HRD practices have the potential to promote all the dimensions of DW: employment creation, social protection, employees' fundamental rights and social dialogue. This paper is an important stepping stone in the articulation of how S-HRD can help organizations to promote decent work. The perspectives presented in this study have potential implications for HRD practitioners in understanding the application and implementation of S-HRD practices. Furthermore, managers can also take note of specific S-HRD interventions from this paper to enable decent work in their organizations. [ABSTRACT FROM AUTHOR]

As COVID-19 Pandemic wanes, it is timely to revisit organisational learning in the Higher education institutions. For the purpose of this paper, we have focused on Higher Education Institutions (HEIs) and explored organisational learning concepts. We present a discussion on how HEIs can become learning organisations and the need to do so with both learning agility and leadership agility. This paper intends to encourage educational leaders, scholars, practitioners, and scholar-practitioners in applying organisational learning principles for improving HEIs operational efficiency and effectiveness in addressing grand challenges facing humanity. [ABSTRACT FROM AUTHOR]

The article introduces neuroscience methods in HRD through a study that highlights the role of reflection in developing leaders. Despite increased attention on neuroscience discoveries and its methodologies in the social sciences, there is limited research among HRD scholars that incorporates neuroscience approaches. Relatedly, HRD practitioners and scholars often view reflection as a critical element for developing human resources and leaders. Yet, there is a dearth of research that focuses on the impact of reflection in the brain and the underlying neurocognitive mechanisms that support it. The purpose of this paper is to neurobiologically examine how individual or collective reflection impacts leaders' frontal lobe brain activities during challenging situations, incorporating electroencephalography (EEG) as a method. The paper concludes with suggestions for future research and practical implications. [ABSTRACT FROM AUTHOR]

The bounds of the field of human resource development (HRD) have expanded beyond the individual and organizational levels of analysis to macro perspectives of HRD such as National, Regional, and Global HRD. In international development contexts, a comparable construct is used by development agencies and national governments to describe knowledge- and skill-building, i.e. capacity development (CD) or capacity building. To overcome the complexity and ambiguity involved in these two concepts in the extant literature, this conceptual article provides an overview of the conceptualization, objectives, levels, approaches, evaluation, and definitional analysis of CD. It then presents a comparison between the concepts of CD and HRD and highlights key similarities and differences. The paper concludes with implications for HRD research and practice as it relates to CD and a call for HRD scholars to support CD practice and policy through research and learn from CD practitioners in terms of understanding mechanisms for national, regional, and global development. [ABSTRACT FROM AUTHOR]

The HRD field, in its current situation as it approaches the second quarter of the twenty-first century, is at a crossroads. Although theories of HRD that have been developed in Western Europe and North America have served the field well, they represent the voices and experiences of less than 25% of the world's population. This paper questions the enduring dominance of Western-cultural HRD, and argues for transformation of the discipline to be inclusive and equitable but also reflective of the global mosaic of human knowledge, wisdom, and practice. We critically consider literature arguing for a generalised theorisation of HRD and, grounded in our own different positional perspectives, we propose and discuss a new term Cultural HRD, which is distinct from National HRD (NHRD) and Indigenous HRD, as a way forward for HRD theorising. We illustrate our proposed concept through describing what we term Islamic-cultural HRD and contrasting this with Western-cultural HRD. Prompted by our concerns relating to the under-representation of cultural HRD theorisation, we further argue for a new emancipatory structures approach to theorising, to pivot HRD towards a more equitable and context-sensitive discipline that can both explain and foster human and organisational development across diverse global contexts. [ABSTRACT FROM AUTHOR]

The proliferation of leadership models can leave practitioners confused about which model to use in guiding their leadership development initiatives. Although 'new' leadership models (e.g. authentic, ethical, and servant leadership) suggest theoretical differences, empirical research has shown considerable overlap among these models and longer standing ones such as transformational leadership. With extant literature questioning the added empirical value of these newer models, this paper aims to distil the best evidence about transformational leadership into a 'primer' that can help practitioners use evidence-led practices in their leadership development. To do so, we briefly review major leadership models, highlight evidence for empirical redundancy between new leadership models and transformational leadership, and discuss meta-analytic findings between transformational leadership and outcomes of leadership. Our review suggests that these newer leadership models add little incremental validity beyond transformational leadership in predicting various leadership outcomes. Moreover, transformational leadership demonstrates medium to large effect sizes on a range of individual, team, and organisational outcomes. Taken together, our findings suggest that organisations can benefit by focusing their resources on transformational leadership development, rather than on the latest leadership fad. [ABSTRACT FROM AUTHOR]

This study examines the continuance intentions of the small number of nationals working in the United Arab Emirates' 'private sector'. The analytical framework is informed by job satisfaction measures alongside the Arabian Gulf Social Contract and Social Stigma constructs. A survey of 653 individuals was conducted and found that the nature of the job, pay and benefits and career development opportunities enhanced continuance intentions. However, perceived negative societal sentiment towards such jobs, vis-à-vis classic public sector jobs, reduced these intentions. Recommendations for further research to be conducted on the format of university mandated internship programmes and government-funded workplace training programmes are made, as both were found to help normalise private sector career paths. While this paper is the first to specifically canvas this cohort on their vocational intentions and sectoral preferences, its applied element was limited by being cross-sectional in nature. [ABSTRACT FROM AUTHOR]

Considerable research in recent decades has been devoted to investigating the nature of organisational commitment, as well as the factors influencing it, and the effects that it has on decisions and actions. In the current paper we contribute to this research by investigating the question as to whether millennials (i.e. people born in the years between 1980 and 2000) might differ from earlier generations in terms of their organisational commitment. We report the results of a literature review of recent theoretical and empirical research on organisational commitment. While some studies provide reason to suspect that millennials might exhibit less organisational commitment than previous generations, the overall body of existing evidence points towards a more nuanced conclusion. Specifically, existing evidence suggests that millennials are not less committed in the workplace than previous generations, but that some factors may be increasing in importance for them compared to previous generations. [ABSTRACT FROM AUTHOR]

Mentoring programmes are popular within organizations as well as educational institutions. Research has shown that mentoring can be an effective tool for employee career development broadly; however, there has been a relatively small amount of research on the effectiveness of mentoring as a tool for leadership development specifically. This paper reviews the research on mentoring relationships, leadership development programmes, and the overlap of the two. Additionally, it provides a qualitative review of the three extant longitudinal intervention studies that have explicitly evaluated the impact of mentoring programmes for leadership development. The review shows that mentoring programmes are promising arenas for developing leadership capabilities for both mentees and mentors, but more evidence is needed to reach a definitive conclusion. The article concludes with recommendations for human resource development practitioners who would like to use mentoring for leadership development purposes. [ABSTRACT FROM AUTHOR]

This study explores responses of public sector leaders to the COVID-19 crisis and their perceptions regarding the impact of the pandemic. Situated in the under-researched Middle Eastern cultural context, the paper draws on data from qualitative, in-depth semi-structured interviews with public sector leaders in Saudi Arabia and Oman. The qualitative analysis revealed that leaders in both countries responded to the crisis by displaying certain behaviours and actions, including sharing power, finding ways to maintain productivity in a virtual work environment, prioritizing employee well-being, and using effective virtual communication strategies. This study provides evidence that, even with complex challenges and negative effects of the crisis, there is a window of opportunity to reform the workplace and to strengthen group cohesion and solidarity within public organizations. The paper also offers novel insights into leaders' experiences, contributing to theory and practice in this area. The findings identify approaches for human resource development practitioners and government sectors in embracing collective leadership styles and implementing group cohesion strategies to strengthen organizational culture and ultimately to overcome any future crisis. [ABSTRACT FROM AUTHOR]

COVID-19 has led to alternative work arrangements for many organizations. Working from home (WFH) is an example, but it could lead to psychological effects affecting employees' attitudes and behaviour towards their work. This paper aims to explore the psychological impact of WFH on learning and work engagement. A case study of a multinational training academy was conducted over a 12-month period through telephone and virtual calls, reaching out to a total of 1,318 employees. WFH arrangements can be classified into planned (expected) and unplanned (unexpected). Employees in the planned arrangement coped better due to sufficient psychological preparation than the unplanned group that experienced psychological disorientation with WFH transitions. Despite initial resistance, the planned group gradually accepted the arrangement and was able to regulate their psychological response with a longer-term view of their work. In contrast, the unplanned group reacted with stronger emotion and adopted a transient view of their work. The paper extends the concept of work-life boundaries and learning orientation based on WFH transitions. It also contributes to workplace learning from the job demand-resources perspective in relation to work engagement. This research gives voice to employees working in isolation, helping them reconnect with themselves to navigate through uncertainty from the HRD perspective. [ABSTRACT FROM AUTHOR]

Coaching in a digital environment has become increasingly popular, especially during the pandemic, with several potentials in terms of accessibility, adaptability, and flexibility. In addition, the first artificial intelligence (AI) tools have emerged as coaching interventions for self-development and well-being. However, the complex nature of the digital environment coupled with the unregulated nature of the coaching profession pose a significant risk for ethical mismanagement. This paper discusses the potential ethical risks in digital and AI coaching that can arise from the (non)human coach, the client, a third party, or the (digital) coaching context. Derived from this, the need for coach training and supervision as well as a sound coach selection based on ethical competencies is emphasized. In addition, the limitations of AI coaching are addressed, suggesting an integrated approach of AI alongside a human coach. [ABSTRACT FROM AUTHOR]

Inspired by role conceptualisations and calls to rethink and reshape activities and competences of professionally qualified HRD practitioners, we examine HRD's role and its associated activities through established versions of role theory. We ask: To what extent is there congruence in role expectations of HRD practitioners and other stakeholders? We study this question by interviewing 71 HRD practitioners and non-HRD managers across 16 organisations in three countries (US/UK/NL) and by analysing their responses on HRD role expectations and perceptions, congruences and incongruences. We map our findings on a 2 × 2 matrix and find that only a small number of organisations see professional HRD practitioners as strategic partners; most organisations find themselves within a more operational HRD role definition, or somewhere 'on the fence', with mixed ideas of role perceptions. Yet, a few organisations struggle to find alignment on HRD's strategic aspirations and how those play out in practice. While our findings highlight the progress that HRD practice has made towards strategic partnership, we conclude that many HRD practitioners struggle to gain a seat at the table. We close our paper by discussing implications for HRD practice and scholarship. [ABSTRACT FROM AUTHOR]

This paper presents a multilevel framework and initial definition of Regional Human Resource Development (Regional HRD) via an examination of the role of human resource development (HRD) in the region of Southeast Asia and its regional governing institution, the Association of Southeast Asian Nations (ASEAN). This conceptual paper is informed by a review of 287 official documents published by ASEAN. Using a multilevel analysis, we propose a framework for Regional HRD in ASEAN and offer a preliminary definition of Regional HRD. The proposed framework of Regional HRD extends the current discourse on National HRD and Global HRD. We submit that Regional HRD in ASEAN is inextricably connected to National HRD of the 10 member countries of ASEAN. Implications for research and practice are discussed. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to trace the evolution of HR-Technology interface leading up to the incorporation of the digital world in Human Resource Development's design thinking, strategizing and execution. Drawing from related empirical studies, the paper critically analyzes Digital HR in terms of where it is now (degree of alignment between external demands and internal capabilities), where it should be (future-focused HR technology strategy), and how it can reach there (implementation road map). The paper presents a comprehensive framework that encompasses external demands, internal capabilities and key recommendations for a fit-for-purpose, future-focused Digital HR Strategy. In the process, the paper adopts a holistic perspective of virtual HRD (VHRD) and draws implications for technology-led developments in the HRD field. [ABSTRACT FROM AUTHOR]

The aim of this paper is to examine the contribution that Outdoor Learning Development (LDO) makes to a university postgraduate programme in Human Resource Development for international students with work experience. It establishes the rationale for LDO inclusion based on notable research contributions and differentiates the role and format of this event from conventional outdoor management development programmes through a focus on self-organized learning. The progression from individual learning to intra-group learning over the three days of the event is based on the interplay of action, theoretical inputs and self-evaluation. An emphasis is placed on purposeful conversation for shared learning, systems thinking and personal responsibility for seeking collaboration – essential elements in the life of real organizations. Individual reflective capability and group conversational processes for enhanced learning skills are stimulated in follow-up discussion after LDO with video input on key incidents. The learning achieved is generally observed to be beyond what conventional classroom activities can offer and sets in motion new thinking to consolidate and apply academic knowledge across the whole programme, providing a stimulus to career development. [ABSTRACT FROM AUTHOR]

This paper investigates the relationship between visionary leadership (VL) and organizational citizenship behaviour (OCB) in Lebanon. We particularly examined how this relationship is mediated by organizational trust (OGT) and organizational pride (OP). Data were collected from 144 Lebanese workers who completed measures of VL, OCB, OGT, and OP. Data were analysed using sequential mediation analysis. Significant relationships were found between VL and OCB, while we identified a sequential mediation of OGT and OP between VL and OCB. Thus, organizations wishing to foster OCB need to develop a clear business vision, strengthen trust, and develop practical measures of pride to ensure a high level of OCB that in turn positively impacts organizational outcomes. Through the lens of the social exchange theory (SET), this research makes an original contribution towards the role of VL in supporting OCB through developing trust and pride at the organizational level. We also provide insightful organizational recommendations related to the results. [ABSTRACT FROM AUTHOR]

The goal of professional learning is to be able to use and apply the newly acquired knowledge and skills to the workplace. Although learning transfer has been studied in management, human resource development, training, adult learning, and psychology, to date there are a limited number of empirical field studies. There are also few learning transfer models that consider local cultures as a factor impacting the transfer process. Recent learning transfer models have outlined the importance of organizational culture, but none have outlined the central influence of local cultures on learning. Given that adult learning is a social endeavour that is influenced by cultural factors, local cultures affect how adults learn and whether they apply the new knowledge to their workplaces. In this paper, I share a Multidimensional Model of Learning Transfer that is grounded in culture. In today's global economy, people regularly work across nations and local cultures. As a result, it is essential that human resources administrators understand the role local culture plays on the entire learning transfer process, from pretraining to follow-up, if they aspire to obtain a return on their financial, time, and human investments. [ABSTRACT FROM AUTHOR]

Evolving from the concept of organizational loyalty, organizational commitment (OC) is a construct that we propose is both dated and lacking in the literature. Our paper aims to address critical gaps in OC literature as it pertains to human resource development for the modern work setting by highlighting three salient elements that have a significant impact on OC on an international scale. We posit that technology, dynamic markets, and globalization are crucial aspects of OC that are largely omitted by the literature in this domain and should be further examined to enhance our understanding of OC as it pertains to human resources development. We also highlight the profound influence that the COVID-19 pandemic has had on OC from a human resources development perspective across the globe. Implications for practitioners and researchers are discussed. [ABSTRACT FROM AUTHOR]

Internationally, healthcare is undergoing a major reconfiguration in a post-pandemic world. To make sense of this change and deliver an integrated provision of care, which improve both patient outcomes and satisfaction for key stakeholders, healthcare leaders must develop an insight into the context in which healthcare is delivered, and leadership is enacted. Formal leadership development programmes (LDPs) are widely used for developing leaders and leadership in healthcare organizations. However, there is a paucity of rigorous evaluations of LDPs. Existing evaluations often focus on individual-level outcomes, with limited attention to long-term outcomes that might emerge across team and organizational levels. Specifically, evaluation models that have been closely associated with or rely heavily on qualitative methods are seldom used in LDP evaluations, despite their relevance for capturing unanticipated outcomes, investigating learning impact over time, and studying collective outcomes at multiple levels. The purpose of this paper is to review the potential of qualitative models and approaches in healthcare leadership development evaluation. This scoping review identifies seventeen evaluation models and approaches. Findings indicate that the incorporation of qualitative and participatory elements in evaluation designs could offer a richer demonstration and context-specific explanations of programme impact in healthcare contexts. [ABSTRACT FROM AUTHOR]

This 'perspectives on research' paper presents the first stage of an innovative in-progress study aimed at understanding the career trajectories of graduates of a technology management undergraduate program with a strong integration of a human resource development component. The program is housed in the College of Education at an American University and started graduating students in 2008. The scope of work is limited to obtaining critical information to the institution on the career trajectories of its graduates and to provide perspectives on research to the HRD community through an online survey instrument (first stage of the study). The total amount of alumni, approximately 500, were invited via postal mail and phone calls and 75 responded to the survey, a simple 4 open-ended questionnaire that included demographic information. This online survey, first stage of the study, provided participants' responses that were qualitatively analysed. The results are presented here in the form of strengths and weakness of the program. Some of the findings include females' perception of their gender as a factor affecting their careers and an almost generalized petition for courses more focused on technology content. Also, aspects of career development from classic HRD literature are discussed and presented here. [ABSTRACT FROM AUTHOR]

The implementation of Human Resource Development (HRD) practices in family firms presents several challenges. In attempting to protect the socioemotional wealth of the firm, family managers might design HRD practices that ignore the well-being of nonfamily employees. Moreover, Human Resource professionals (HRPs) may lack the power to influence HRD practices. We adopt an interpretive single case study of a large Mexican family firm to explore HRPs' role in influencing mutual gains for the firm and its employees through HRD. The findings illustrate HRPs' use of power over meaning to persuade family managers by creating a legitimate rhetoric that tailors HRD practices to foreign subsidiaries, and satisfies both family and nonfamily stakeholders. The paper has implications for the literature on HRD in family firms by drawing on the mutual gains' perspective and the micro-agency of nonfamily executives. [ABSTRACT FROM AUTHOR]

This study explores how women employees perceive gender discrimination in the workplace and how data can be used to predict perceived workplace gender discrimination (PWGD). The research team modelled the decision tree that predicted PWGD in South Korea using the Classification and Regression Trees (CART) algorithm and the data from the 7th Korean Women Manage Panel (KWMP). Three types of PWGD trees – wage, promotion, and evaluation – and one synthesised PWGD tree were built to predict and classify PWGD by discrimination type. The research findings suggest that the chief executive officer's (CEO) fairness is the cardinal factor in predicting synthesised PWGD, followed by an employee's exposure to sexual harassment. Whereas the CEO's fairness is the principal factor in predicting PWGD in promotion, the direct supervisor's fairness is the most significant factor in predicting PWGD in evaluation. Perceived disparities in pay between women managers and similarly positioned men colleagues are the critical factor in predicting wage PWGD. Lastly, this paper elaborates on important considerations in PWGD and recommendations for continued inquiry. [ABSTRACT FROM AUTHOR]

Many organisations introduced social distancing to curb the COVID-19 pandemic. However, since social distancing is designed to reduce personal interactions, it can impact workplace relationships. This paper explores how and when social distancing influences workplace relationships. Drawing on the affect theory of social exchange and the social cognition literature, we argue that when employees have more negative affective relationships with their co-workers (before COVID-19), social distancing helps improve such negative affective relationships (during COVID-19), especially when the co-worker is warm and competent. We collected data on relationships that individual employees in South Korea have with their co-workers before and during COVID-19. Our hierarchical linear modelling results show that social distancing indeed reduces the negative affective relationships that employees have with their co-workers when those co-workers are viewed as warm and competent. Conversely, social distancing does not hurt employees' positive affective relationships. These findings suggest that contrary to view that social distancing and remote work causes misunderstanding and conflict, social distancing helps to improve employees' workplace relationships. We therefore draw implications for human resource development professionals in facilitating high-quality relationships in remote settings. [ABSTRACT FROM AUTHOR]

In the competitive world, organisations are facing many pressures that demand organisational excellence. This requires evidence-based decision-making associated with employees and businesses in a cost-effective manner, which is possible through HR Analytics (HRA). The use of HRA is transforming the HR landscape. Emerging new technologies require Human Resource Development (HRD) teams to respond to the changing needs so that organisations can survive and thrive in the intense competitive era. Based on the level of analytics maturity, organisations expect the HR team to have advanced beginner to expert knowledge of analytics skills and tools. Reskilling and upskilling employees with new technologies and skills have become imperative for HRD teams. While buying or stealing an employee from outside the organisation may be helpful in extreme conditions, building and borrowing employees from inside, seem much more helpful for the long-term benefits. The HR function in many organisations has been slow to adopt this HR analytics innovation. This paper sheds light on the reasons for the slow adoption of HR Analytics and provides inputs to HR development professionals of early majority and late majority adopting organisations in terms of how to overcome the challenges and gear up for effective HR Analytics adoption and implementation. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic has tested the leadership in organizations of all sizes, industries, and geographic areas. Although substantive literature exists on leadership during a crisis, less attention has been paid to regional leadership and leaders' response during a crisis. The critical roles that regional organizations such as the Association of Southeast Asian Nations (ASEAN) and the European Union (EU) play in a crisis call for a better understanding of how these organizations and their leaders respond to regional crises. This paper provides a comparative insight into regional leaders' crisis leadership and communication approaches in ASEAN and the EU during the COVID-19 pandemic in 2020. We describe the response timelines of the two regional organizations and highlight the significant roles of regional leaders in coordinating and implementing regional responses during a crisis, including providing consistent communication and collective leadership to facilitate cooperation, solidarity, and efforts towards recovery. We provide implications for HRD research and practice, specifically around the role of regional leaders in creating and implementing Regional HRD mechanisms in response to crises. [ABSTRACT FROM AUTHOR]

Middle Eastern (ME) societies have witnessed a growing demand for career growth and leadership roles by women. The current article is a systematic literature review on the challneges of ME women managers and leaders' career growth. This article is guided by three objectives: a) to identify scholarly articles published on ME women leadership careers after the expansion of women's associations in the 1980s, b) to identify and synthesize major challenges faced by the Middle Eastern women managers and leaders through a thematic analysis of literature informed by Institutional Theory (INT), and c) to identify gaps and propose guidelines for HRD at organizational and national levels with respect to practice and research. Institutional theory undergirds the present review paper and accounts for the complexity of a diverse set of socio-cultural values and norms, as well as organizational policies that shape the overall experience of the Middle Eastern women managers and leaders. Findings provide HRD researchers with a deeper understanding of National HRD (NHRD) systems, policies, and practices in the Middle Eastern context. In addition, it provides national policymakers, educators, human resource professionals, and academic researchers with a deeper understanding of how HRD is conceptualized in developing societies within the Middle East. [ABSTRACT FROM AUTHOR]

An editorial is presented in which editor reflects on their experience overseeing Human Resource Development International (HRDI), highlighting the diverse perspectives and global reach of the journal. It discuss the challenges faced, such as language issues and formatting discrepancies, and the solutions implemented, including mentorship programs to strengthen HRD scholarship. It also notes the importance of topics like mentoring and sustainable HRD practices for future research in the field.

Professional immigrants from South Asian countries make a rapidly growing percentage of the US workforce. High-functioning anxiety is a latent mental state coupled with challenges faced due to their intersectional identities. This study examines the effectiveness of an online meditation lessons (OML) intervention in mitigating anxieties, enabling socio-cultural adaptation and wellbeing of professional US-based Indian immigrants as compared to online support group sharing sessions (OSGSS). OML attendees reported lower anxieties, better socio-cultural adaptation, self-construal, wellbeing, and psychological flourishing. OSGSS participants also reported statistically significant gains in socio-cultural adaptation scores. Latent class analysis revealed eight subgroups of participants likely to gain the most from OML: men, with doctoral and postdoctoral qualifications, university academics, medical professionals, currently married, cohabiting, above benchmark OML attendees and regular homework doers. With some refinements addressing specific issues of women, banking, and IT sector professionals, and singles, OML would be impactful for professional Indian immigrants to the US. [ABSTRACT FROM AUTHOR]

The aim of this study is to further develop our understanding of transfer of training by introducing an additional post training transfer intervention of implementation intentions. This enhances the substantial developments made by goal setting theory but concentrates on goal achievement rather than simply goal setting. Whilst goal intentions specify what a person wants to achieve, implementation intention specifies the behaviour to be performed and the situational context it is to be performed in. This is a qualitative study based on a management development program being delivered in one UK Higher Education Institute. Data was collected from reflective learning journals and semi structured interviews with 15 participants. Findings indicate that the use of an implementation intention statement encouraged transfer in 67% of the participants. This is a higher figure than any other study not using implementation intentions, has previously recorded. This study therefore advances scholarship in the field of Human Resource Development (HRD) and especially transfer of training. It also provides practical utility for organisations looking to gain a return from their investment in HRD. [ABSTRACT FROM AUTHOR]

With the ageing workforce and the impending retirement of Baby Boomers, there is an urgent need for human resource development (HRD) professionals to not only retain but also actively engage Generation Y. They will soon become the major segment of the global workforce dominating the 21st century. Notwithstanding, it has been challenging to keep this generational cohort actively engaged and it remains unclear what is driving higher levels of engagement with Gen Y. The purpose of this integrative literature review was to explore various antecedents of employee engagement identified in the literature for this generational cohort. This review spans two decades (2000–2021) of research and presents a conceptual model that highlights antecedents at three employee experience levels across findings from 82 studies. The proposed model could serve as a general blueprint for future research in HRD theory and practice. [ABSTRACT FROM AUTHOR]

Impacts of COVID-19 pandemic, combined with an array of other severe threats to societal well-being (e.g. inequality, systemic racism, and environmental degradation), have shed light on the importance of ethics of care as a guiding normative for HRD. However, the current understanding of care as HRD practice is limited and primarily studied in the context of leaders' behaviours towards employees. This study addresses this shortcoming by conducting a case study of social enterprises located in impoverished communities surrounding the UNESCO World Heritage Site Serra da Capivara National Park, Brazil, to examine what caring HRD looks like and how it can be operationalised in organisations. We conducted a qualitative study based on interviews and documentation analysis to map the flow of care practices implemented by these social enterprises. Our findings suggest that caring HRD entails a reciprocal and systemic approach highly relevant to organisations operating in collaborative and complex social contexts. We observed that moral values are critical requirements for a caring approach and must be embedded in the organisation's mission, culture, and processes. Our work expands the range of care interventions proposed in HRD literature by offering strategies that target the whole organisational system, including the surrounding environment and community. [ABSTRACT FROM AUTHOR]

Organisations are seeking to adopt training strategies that support quick, but effective, learning for Gen-Z and millennials. The recent pandemic triggered the need for a hybrid/remote workplace where employees' learning and development expectations are oriented more towards a need-based and short content-based learning. Though few organisations have initiated the process of micro-learning adoption as part of their learning and development practices, there are quite a number of roadblocks and challenges. In this perspective article, the authors have used their core experiences and learnings from the L&D units of multinational corporations to address key questions such as (1) How micro-learning can be adopted as a general practice in the corporate L&D settings? (2) What are the key success factors of such adoptions? (3) What is the future roadmap of micro content-based learning? The authors also suggested a few directions to pursue the goal of creating a microlearning environment in corporate settings. [ABSTRACT FROM AUTHOR]

From an expatriate's viewpoint, an international job assignment is a high-pressure situation that requires them to adjust as expeditiously as possible. Therefore, a considerable strand of the international human resource management (IHRM) literature is dedicated to the subject of expatriate adjustment. Drawing upon Folkman and Lazarus' coping framework and Bandura's self-efficacy theory, the present study examines the influence of expatriates' coping self-efficacy and sociocultural adjustment on their skill development process. Based on the hypotheses, mediating effects of sociocultural adjustment on coping self-efficacy and skill development were also studied. Using questionnaire survey method, data was collected from 161 expatriates currently working in Taiwan. The results highlighted the key role that coping self-efficacy plays in the sociocultural adjustment of expatriates, such that, the individuals with a higher level of coping self-efficacy were found to experience higher levels of sociocultural adjustment. The results further show that this interrelationship also facilitated skill development through the mediating effects of sociocultural adjustment. This study contributes to expatriate literature by showcasing the underlying impact of different factors on skill development and provide insights for skill-building to human resource (HR) managers and expatriates working in Taiwan. Lastly, the author also presents implications, limitations, and future research directions. [ABSTRACT FROM AUTHOR]

Providing employment to nationals in an economy where more than two-thirds of the population comprise foreigners has been a struggle for the Gulf Cooperation Council (GCC) countries. Of the various tactics used by the GCC countries to nationalize their workforce, the quota system policy has been the most popular one. This study examines the integrative scholarly research on the quota system that has been reported to date and proposes a framework for discerning the role of the quota system in implementing the nationalization strategy as a tool, a facilitator, an inhibitor, and an assessor for nationalization. We conclude with several recommendations that policy makers and organizations can adopt to improve the efficacy of the quota system. [ABSTRACT FROM AUTHOR]

An introduction is presented in which author discusses articles on topics including focuses on a cross-country comparison of leadership in different sectors and countries in the backdrop of specific challenges and responses to the pandemic, especially in managing the expectations for HRD.

The present study aims to contribute to the body of knowledge on HRD in small businesses by providing a detailed investigation of the role that owner-managers play in enabling social learning and performance in small firms. The investigation focusses particularly on the specific relationships of the social-interdependence orientation and social competence of owner-managers with their social learning behaviour, as well as with the performance of their small-businesses within the pig-production sector in the Republic of Korea. A survey was conducted amongst nearly 200 Korean owner-managers of pig farms. The results indicate that social interdependence orientations and social competencies have a significant relationship with social learning behaviour. Self-promotion and a cooperative orientation are especially important, with self-promotion taking precedence for social learning behaviour of a more 'internal' nature, and a cooperative attitude being more important social learning behaviour of a more 'external' nature. Social competence and social interdependence did not have a significant relationship with performance, but social learning behaviour did. The results further highlight the importance of individual social characteristics to social learning behaviour occurring outside highly structured educational settings, in addition to demonstrating that the competence and attitudes required are determined by the type of interaction partner. [ABSTRACT FROM AUTHOR]

The Indian HRD special interest Group deliberated on topics related to contemporary HRD such as gender inequity, changing status of women leaders, skill development programme, and HRD for agriculture sector. The panel observed that gender inequity is often considered unimportant on everyday economic and business life. HRD professionals can provide adequate training and development for developing women leaders, fostering employment through skill development across all sectors including agriculture sectors, and raising awareness and subsequent actions towards gender equity. Regarding the changing status of women leaders, the panel observed that Indian women underrepresented at the leadership level as patriarchy still dictate the Indian society and unfair practices and gender-bias against women leaders prevail. The panel proposed for hiring and retaining more women talent and introduction of progressive HRD practices for enhanced women leadership in India. The skill development programme deliberated on sectorial industry requirement, replacing short-term skill courses with long-term vocational courses, and implementation of the Standard Training Assessment and Reward programme has been suggested for Skill development programme. Finally, HRD in agricultural sector has advised the stakeholders to focus on merging indigenous knowledge of farmers with the latest scientific innovations to improve productivity, working conditions, and safety. [ABSTRACT FROM AUTHOR]

The article shares insights on the weaponization of free speech and the need to reflect truth in academic argumentation and balanced position in research, academia and human resources development. It recognizes the value of polemic for stretching thinking and the role of HRD in supporting individuals, organizations and the society. Emphasis is given on the responsibility of editors to publish evidence-based research, identify misinformation and prevent spread of disinformation within journals.

This study presents a consumer-centric approach to training evaluations by providing an integration of transfer research and testing the resulting model with data from an evidence-based leadership training. A longitudinal field study with four measurement points was used to test whether evidence-based leadership training resulted in short- and long-term training effectiveness. To explain the underlying mechanisms, the impact of the postulated primary determinants (learning, transfer motivation, and opportunity) and the central secondary determinant (training design) on transfer were tested. Self-ratings from a sample of 62 leaders of a German middle-sized organization were used. There were training effects immediately after training and 10 months later – also with regard to follower ratings. Regression analyses revealed that all three primary transfer determinants predicted transfer. However, only learning incrementally affected transfer when controlling for the other determinants. Nevertheless, the full model substantially explained long-term near (adj. R2 =.47) and far (adj. R2 =.59) transfer. Perceived transfer-oriented training design emerged as central secondary transfer determinant for all three primary determinants. Results are discussed in terms of the result-oriented question of whether evidence-based training pays off on an organizational level and the process-oriented question of which determinants are essential for transfer at the individual level. [ABSTRACT FROM AUTHOR]

Remote working as an element of more flexible working is increasingly promoted as the post-pandemic new normal for employment, claiming to offer benefits to both employees and employers. However, this new normal presents new challenges to existing practice regarding individual development and career progression. Drawing on experience from international organizations with a longer history of supporting remote working the research identifies aspects of sustainable policy and practice and reviews key challenges facing organizations transitioning to increased remote working. [ABSTRACT FROM AUTHOR]