Emerald | European Journal of Training and Development | Table of Contents

Hard times for HRD, lean times for learning? Workplace participatory practices as enablers of learning

literatinetwork@emeraldinsight.com (Russell Warhurst) — Fri, 19 Jul 2013 00:00:00 +0100

Abstract

Purpose - The article shows how in times of austerity when formal HRD activity is curtailed and yet the need for learning is greatest, non-formal learning methods such as workplace involvement and participation initiated by line-managers can compensate by enabling the required learning and change.Design/methodology/approach - A qualitative cross-sectional design using a photo-elicitation interview method was used with middle-manager respondents within two case-study organisations. These organisations, UK local authorities, were selected on the basis of the severity of the austerity measures being imposed and the significance of the learning needed / changes required. Middle-managers were the focus being a managerial cadre with dual responsibilities for both implementing and initiating change.Findings - Managers’ narratives of their managerial practices are analysed and show strong intentions to facilitate the learning of individuals through, for instance, enabling learning from experience and also to promote social learning within communities of practice. Narratives of community learning suggest that the managers were also supporting the creation of new forms of practice within their teams.Research limitations/implications - The research involved volunteer respondents who were MBA educated and who may, therefore, have been atypical. Nonetheless, implications for HRD policy and practice are proposed including the need for more recognition of the role of line-managers in enabling both individual and organisational learning and the need for developing managers as workplace educators.Originality/value - An in-depth qualitative study of workplace activities including participation and involvement practices using the lens of situated learning theory to highlight the importance of line-managers as facilitators of non-formal learning in times of austerity. Empirical conclusions are drawn upon in refining situated learning theory.

Employee Motivation for Personal Development Plan Effectiveness

Fri, 19 Jul 2013 00:00:00 +0100

Abstract

Purpose - This article aims to understand conditions under which personal development plans (PDPs) can effectively be implemented for professional learning. Both the organization’s manner of supporting the PDP practice as well as the individual employee’s motivation is taken into account. Design/methodology/approach - A questionnaire was distributed among employees of a Dutch governmental office, measuring perceived effectiveness of the tool (undertaking learning activities and performance), perceptions of PDP practices in the organization, and individual motivation. Regression analysis revealed that learning and reflection practices in the organization are positively related to number of learning activities undertaken by employees and to perceived performance.Findings - A significant moderating effect of motivation was found, supporting the idea that the tool’s perceived effectiveness depends both on the organization’s efforts as well as the individual’s motivation.Research limitations/implications - In our study we were limited by a low response rate, a single setting, as well as a lack of causal evidence due to the cross-sectional set-up. We therefore encourage the validation of our hypotheses in different settings, and in an experimental / longitudinal manner.Practical implications - Implications for practice include the importance for organizations to implement PDPs in an on-going cycle of learning, combined with opportunities for formal and informal learning, while supervisors carry great responsibility for providing feedback and encouragement based on the employee’s motivation for learning. Originality/value - This combination of company practices with Individual supporting conditions such as employees’ motivation to understand when PDPs work best is a novel approach to understanding PDP effectiveness and hopes to add to both theoretical and practical understanding.

Effects of Individual Characteristics on Expatriates adjustment and Job Performance

Fri, 19 Jul 2013 00:00:00 +0100

Abstract

Purpose - Researchers have been focusing on the predictors of expatriates adjustment and job performance at different levels (individual level, organizational level and societal level) but still some of the predictors have been ignored or unclear in the expatriate literature. The purpose of this paper is to develop a comprehensive framework for expatriates adjustment and job performance in order to better understand the role of individual factors in expatriate adjustment and job performance. Design/methodology/approach - The review of past research is being used to develop conceptual framework.Findings - This conceptual paper provide theoretical ground for individual factors which include Big five, self-efficacy, previous international experience, cultural sensitivity and social network and propose that expatriate adjustment (work, general and interaction adjustment) mediate the relationship between individual factors (personality traits (Big five), self-efficacy, previous international experience, cultural sensitivity and social network) and expatriate job performance (rated by peer and supervisor). Practical implications - This paper also provides practical implications for the managers and professionals involve in expatriates selection, training and performance management. This paper suggests that managers involve in selection of candidates for international assignment should consider personality traits, level of self-efficacy, previous international experience, social network and cultural sensitivity at the time of selection of candidate for international assignment. Furthermore, managers should design pre-departure training programs in a way that enhance candidate’s self-efficacy level, overcome cultural sensitivity, motivate them to expand social network. Finally, managers should explain to the candidates how they can use their personal skills and knowledge to gain work, general and interactions adjustment in order to achieve job tasks. Originality/value - The proposed framework developed base on the past theoretical and empirical studies in order to cover the gap and contribute to the body of knowledge in expatriate literature. Based on the proposed framework this paper invite researchers to empirically test the suggested propositions in order to further strengthen and develop understanding about Big five and other expatriates adjustment and job performance predictors.

Employee development and turnover intention: Theory validation through empirical data from universities in Khyber Pakhtunkhwa, Pakistan

literatinetwork@emeraldinsight.com (Wali Rahman, Zekeriya Nas) — Fri, 19 Jul 2013 00:00:00 +0100

Abstract

Purpose - This study examines the pattern of behaviour of turnover intentions in developing countries vis-à-vis the one in advanced countries through the empirical data from public universities in Khyber Pakhtunkhwa, Pakistan. The study provides empirical evidence from academia in Pakistan thereby enriching the understanding of similarities or differences in development-attitude-behaviour relationship. In addition, the study also looks into the social exchange theory and human capital theory that affect employee's attitude and behaviour.Design/methodology/approach - The study uses a sample of 329 collected from 16 public universities in the province with about 3500 population for analysis. The hypothesized relationships are tested using Amos 18 through path analysis.Findings - The results indicate employee's turnover intention is predicted by employee development perceptions. The study validates the theory of development-attitude-behaviour relationship.Research limitations/implications - The paper carries discussion about the methodology used in the paper, limitations of the research and recommendations for possible future research.Originality/value - This is an empirical study of academia in a region of Pakistan with sufficiently large sample that has not been carried out earlier. The study has importance for those at the helm of affairs and policy makers.

Variations of Quality of Work Life of Academic Professionals in Bangladesh: A Discriminant Analysis

literatinetwork@emeraldinsight.com (Md Abu Taher) — Fri, 19 Jul 2013 00:00:00 +0100

Abstract

Purpose - The main purpose of this research was to analyse the key issues related to Quality of Work Life (QWL), which have become increasingly important to HRD scholars and practitioners. In addition, the significant differences between the academic professionals of public and private universities in Bangladesh in terms of QWL were also addressed.Design/methodology/approach - A total number of 202 academic professionals were selected as a sample based on stratified and random sampling techniques. Questionnaire survey method was used to gather primary data. Sirgy et al. (year), survey instrument were adopted in this study.Discriminant analysis was utilized to differentiate QWL among academic professionals of the study sample and tested the hypotheses.Findings - The study findings show that the job design of an organization can have a significant effect on its organizational performance (OP) and hence the need to give proper attention to the Quality of Work Life (QWL). Moreover, the two factors like ‘creativity of outside work’, and ‘payment for work’were significantly differentiated between academic professionals of public and private universities in Bangladesh. Research limitations/implications - The main limitation of this paper is the relatively small sample size of only academic professionals in Bangladesh with regard to data concerning QWL, which limits the generalizability of the findings. However, the author feels that the outcomes of this research will be beneficial for policy makers and planners to formulate effective strategy of HRD in Bangladesh and similar other countries.Originality/value - The paper discusses the role of QWL in managing human resources which determines organizational success. To make the best use of human resources, organizational leaders need to give more attention to the human network (interpersonal relationship), the nature and content of jobs performed.