European Journal of Training and DevelopmentTable of Contents for European Journal of Training and Development. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/2046-9012/vol/48/iss/10?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEuropean Journal of Training and DevelopmentEmerald Publishing LimitedEuropean Journal of Training and DevelopmentEuropean Journal of Training and Developmenthttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/e8466c397a71887e8218933ed62c4ef5/urn:emeraldgroup.com:asset:id:binary:ejtd.cover.jpghttps://www.emerald.com/insight/publication/issn/2046-9012/vol/48/iss/10?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestSelf-leadership: a value-added strategy for human resource developmenthttps://www.emerald.com/insight/content/doi/10.1108/EJTD-10-2023-0163/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’ engagement. This conceptual paper aims to propose self-leadership as a value-added strategy for promoting both individual and organizational development. The authors conducted a conceptual analysis with three case examples. The cases were purposefully selected, aiming to comprehend how the concept of self-leadership has been applied within organizations and to identify real-life examples where self-leadership has been adopted as an organizational strategy. This study demonstrates that self-leadership plays a significant role in facilitating human resource development (HRD) initiatives. Specifically, the authors illustrate how self-leadership interventions in companies empower individuals to take charge of their development, aligning personal and organizational goals. When effectively applied, self-leadership strategies positively impact HRD practices in the areas of training and development, organization development and career development, yielding benefits for both employees and employers. This study addresses knowledge gaps in the emerging field of self-leadership in HRD by providing three companies’ examples of how self-leadership can add value to HRD. The findings offer unique insights into the synergy between self-leadership and HRD, benefiting academics interested in this line of inquiry and HRD practitioners seeking innovative approaches to employee and organizational development.Self-leadership: a value-added strategy for human resource development
Kyung Nam Kim, Jia Wang, Peter Williams
European Journal of Training and Development, Vol. 48, No. 10, pp.1-15

In a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’ engagement. This conceptual paper aims to propose self-leadership as a value-added strategy for promoting both individual and organizational development.

The authors conducted a conceptual analysis with three case examples. The cases were purposefully selected, aiming to comprehend how the concept of self-leadership has been applied within organizations and to identify real-life examples where self-leadership has been adopted as an organizational strategy.

This study demonstrates that self-leadership plays a significant role in facilitating human resource development (HRD) initiatives. Specifically, the authors illustrate how self-leadership interventions in companies empower individuals to take charge of their development, aligning personal and organizational goals. When effectively applied, self-leadership strategies positively impact HRD practices in the areas of training and development, organization development and career development, yielding benefits for both employees and employers.

This study addresses knowledge gaps in the emerging field of self-leadership in HRD by providing three companies’ examples of how self-leadership can add value to HRD. The findings offer unique insights into the synergy between self-leadership and HRD, benefiting academics interested in this line of inquiry and HRD practitioners seeking innovative approaches to employee and organizational development.

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Self-leadership: a value-added strategy for human resource development10.1108/EJTD-10-2023-0163European Journal of Training and Development2024-03-14© 2024 Kyung Nam Kim, Jia Wang and Peter Williams.Kyung Nam KimJia WangPeter WilliamsEuropean Journal of Training and Development48102024-03-1410.1108/EJTD-10-2023-0163https://www.emerald.com/insight/content/doi/10.1108/EJTD-10-2023-0163/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Kyung Nam Kim, Jia Wang and Peter Williams.http://creativecommons.org/licences/by/4.0/legalcode
The significance of general skills training for early career graduates: relationships with perceived organizational support, job satisfaction and turnover intentionhttps://www.emerald.com/insight/content/doi/10.1108/EJTD-01-2023-0002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to address the mixed predictions about the relationship between general skills training and turnover intention of early career graduates by examining the mediating mechanisms of perceived organizational support (POS) and job satisfaction (JS) through which this relationship might be enacted. This study adopts organizational support theory as the guiding theory and examines the concept of POS as critical for predicting and explaining relationships in the conceptual framework. A quantitative survey method was used on a sample of 147 Chinese early career graduate trainees. Analysis was conducted using partial least square-based structural equation modelling (PLS-SEM). The main finding is that participation in general skills training (PGST) does not directly impact turnover intention, rather POS is a mechanism through which this negative relationship operates. This study also found significant evidence for serial mediation by POS on PGST and its relationship with turnover intention. Importantly, JS only has an effect on turnover intention when in the presence of serial mediation by POS. Cross-sectional study of a small survey sample. Nonetheless, the findings have major implications for research theories on the relationship of general skills training with employee turnover. PGST does not directly impact turnover intention, rather POS is a mechanism through which this negative relationship operates. This research emphasizes the important role of POS in the relationship between early career graduate trainees’ PGST and their turnover intentions.The significance of general skills training for early career graduates: relationships with perceived organizational support, job satisfaction and turnover intention
Ashly Pinnington, Farzana Asad Mir, Zehua Ai
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to address the mixed predictions about the relationship between general skills training and turnover intention of early career graduates by examining the mediating mechanisms of perceived organizational support (POS) and job satisfaction (JS) through which this relationship might be enacted. This study adopts organizational support theory as the guiding theory and examines the concept of POS as critical for predicting and explaining relationships in the conceptual framework.

A quantitative survey method was used on a sample of 147 Chinese early career graduate trainees. Analysis was conducted using partial least square-based structural equation modelling (PLS-SEM).

The main finding is that participation in general skills training (PGST) does not directly impact turnover intention, rather POS is a mechanism through which this negative relationship operates. This study also found significant evidence for serial mediation by POS on PGST and its relationship with turnover intention. Importantly, JS only has an effect on turnover intention when in the presence of serial mediation by POS.

Cross-sectional study of a small survey sample. Nonetheless, the findings have major implications for research theories on the relationship of general skills training with employee turnover.

PGST does not directly impact turnover intention, rather POS is a mechanism through which this negative relationship operates.

This research emphasizes the important role of POS in the relationship between early career graduate trainees’ PGST and their turnover intentions.

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The significance of general skills training for early career graduates: relationships with perceived organizational support, job satisfaction and turnover intention10.1108/EJTD-01-2023-0002European Journal of Training and Development2023-07-13© 2023 Emerald Publishing LimitedAshly PinningtonFarzana Asad MirZehua AiEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-07-1310.1108/EJTD-01-2023-0002https://www.emerald.com/insight/content/doi/10.1108/EJTD-01-2023-0002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Integrating training for organizational sustainability: the application of Sustainable Development Goals globallyhttps://www.emerald.com/insight/content/doi/10.1108/EJTD-01-2023-0005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to emphasize integrating training for organizational sustainability with the United Nation’s (UN’s) Sustainable Development Goals (SDGs). It shows how SDGs can be included in the training, development programs and incentives to promote sustainable practices. It guides organizations to set long-term sustainability objectives to stay competitive and adapt to changing conditions. The paper conducts a review of the literature on the topic of integrating training for organizational sustainability with the SDGs. The research includes investigating the 17 SDGs and their specific areas of improvement, the benefits and challenges of integrating training for organizational sustainability with the SDGs and the best practices of organizations that have successfully integrated training for organizational sustainability with the SDGs. The findings of this study were obtained through a systematic review of literature on the topics of human resource development, corporate social responsibility, organizational sustainability and the integration of training to promote sustainable and ethical behavior. A total of 36 articles were selected from a pool of 120 articles identified through a comprehensive search of electronic databases such as Scopus, Web of Science and Google Scholar. The selected articles were analyzed in detail, and information from the UN was also incorporated into the analysis. The review focused on examining the impact of integrating sustainability training with the SDGs on organizational sustainability. The results of this analysis suggest that integrating sustainability training with SDGs has a positive impact on organizations. This impact includes promoting sustainable practices, improving employee satisfaction and productivity, reducing environmental impact and enhancing the organization’s reputation. The study found that regular progress reviews and long-term objectives are essential for organizations to remain competitive and adapt to changes. This paper offers a comprehensive analysis of the 17 SDGs and how they can be integrated with training for organizational sustainability. It provides practical guidance for organizations on effectively incorporating the SDGs into their training and development programs, performance evaluations and incentives. The paper also includes case studies and best practices of organizations that have successfully integrated training for organizational sustainability with the SDGs, making it an original and valuable resource for organizations looking to promote sustainable practices within their operations.Integrating training for organizational sustainability: the application of Sustainable Development Goals globally
Stephanie Bilderback
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to emphasize integrating training for organizational sustainability with the United Nation’s (UN’s) Sustainable Development Goals (SDGs). It shows how SDGs can be included in the training, development programs and incentives to promote sustainable practices. It guides organizations to set long-term sustainability objectives to stay competitive and adapt to changing conditions.

The paper conducts a review of the literature on the topic of integrating training for organizational sustainability with the SDGs. The research includes investigating the 17 SDGs and their specific areas of improvement, the benefits and challenges of integrating training for organizational sustainability with the SDGs and the best practices of organizations that have successfully integrated training for organizational sustainability with the SDGs.

The findings of this study were obtained through a systematic review of literature on the topics of human resource development, corporate social responsibility, organizational sustainability and the integration of training to promote sustainable and ethical behavior. A total of 36 articles were selected from a pool of 120 articles identified through a comprehensive search of electronic databases such as Scopus, Web of Science and Google Scholar. The selected articles were analyzed in detail, and information from the UN was also incorporated into the analysis. The review focused on examining the impact of integrating sustainability training with the SDGs on organizational sustainability. The results of this analysis suggest that integrating sustainability training with SDGs has a positive impact on organizations. This impact includes promoting sustainable practices, improving employee satisfaction and productivity, reducing environmental impact and enhancing the organization’s reputation. The study found that regular progress reviews and long-term objectives are essential for organizations to remain competitive and adapt to changes.

This paper offers a comprehensive analysis of the 17 SDGs and how they can be integrated with training for organizational sustainability. It provides practical guidance for organizations on effectively incorporating the SDGs into their training and development programs, performance evaluations and incentives. The paper also includes case studies and best practices of organizations that have successfully integrated training for organizational sustainability with the SDGs, making it an original and valuable resource for organizations looking to promote sustainable practices within their operations.

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Integrating training for organizational sustainability: the application of Sustainable Development Goals globally10.1108/EJTD-01-2023-0005European Journal of Training and Development2023-07-18© 2023 Emerald Publishing LimitedStephanie BilderbackEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-07-1810.1108/EJTD-01-2023-0005https://www.emerald.com/insight/content/doi/10.1108/EJTD-01-2023-0005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Higher education leadership, quality of worklife and turnover intention among Lebanese academics in COVID-19: a moderated mediation modelhttps://www.emerald.com/insight/content/doi/10.1108/EJTD-01-2023-0006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to explore the human resource development (HRD) implications of perceived higher education (HEd) leadership effectiveness on academics’ quality of worklife (QWL) in the context of COVID-19. Drawing on conservation of resource theory, this study explains the mediating role of resource adequacy (RA); then this study investigates the moderating role of COVID-19-related risk perception (CRP) on the relationship between university leadership (UL) and both academics’ turnover intention (TI) and academics’ QWL. This study used a quantitative research exploiting the pandemic experiences and perceptions survey, PEPS, to collect data from 300 academic staff in private and public HEd institutions in Lebanon. The analyses include the test of the mediating effect of RA as well as the moderated mediation effect of CRP through regressions, PROCESS and bootstrapping. The findings suggest that by enhancing RA, effective UL positively influences the QWL and mitigate the TI in Lebanese HEd. Furthermore, this study found that CRP weakens the direct relationship of UL on RA and the indirect effect of UL on the QWL and TI via RA such that the relationships are weakened when COVID-19 risk perception was high rather than low. The results imply that HEd HRD professionals could think of effective human resource interventions of how to maintain good working environment where academics are facilitated to acquire high level of resources which lead to improving their QWL and mitigating the negative outcome (TIs). To the best of the authors’ knowledge, no research has been made to investigate the moderated mediation model of the “pandemic experience and leadership perceptions” (PEPS) in the HEd sector in Lebanon, addressing academics’ experiences in business schools. This study is unique because it was conducted during the utmost pandemic outbreak (mid academic year 2021) collecting data in real time. This research contributes to the HRD literature by showing empirical evidence of the relationships in the context of Lebanese HEd institutions.Higher education leadership, quality of worklife and turnover intention among Lebanese academics in COVID-19: a moderated mediation model
Rola Chami-Malaeb, Nayla Menhem, Rasha Abdulkhalek
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to explore the human resource development (HRD) implications of perceived higher education (HEd) leadership effectiveness on academics’ quality of worklife (QWL) in the context of COVID-19. Drawing on conservation of resource theory, this study explains the mediating role of resource adequacy (RA); then this study investigates the moderating role of COVID-19-related risk perception (CRP) on the relationship between university leadership (UL) and both academics’ turnover intention (TI) and academics’ QWL.

This study used a quantitative research exploiting the pandemic experiences and perceptions survey, PEPS, to collect data from 300 academic staff in private and public HEd institutions in Lebanon. The analyses include the test of the mediating effect of RA as well as the moderated mediation effect of CRP through regressions, PROCESS and bootstrapping.

The findings suggest that by enhancing RA, effective UL positively influences the QWL and mitigate the TI in Lebanese HEd. Furthermore, this study found that CRP weakens the direct relationship of UL on RA and the indirect effect of UL on the QWL and TI via RA such that the relationships are weakened when COVID-19 risk perception was high rather than low.

The results imply that HEd HRD professionals could think of effective human resource interventions of how to maintain good working environment where academics are facilitated to acquire high level of resources which lead to improving their QWL and mitigating the negative outcome (TIs).

To the best of the authors’ knowledge, no research has been made to investigate the moderated mediation model of the “pandemic experience and leadership perceptions” (PEPS) in the HEd sector in Lebanon, addressing academics’ experiences in business schools. This study is unique because it was conducted during the utmost pandemic outbreak (mid academic year 2021) collecting data in real time. This research contributes to the HRD literature by showing empirical evidence of the relationships in the context of Lebanese HEd institutions.

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Higher education leadership, quality of worklife and turnover intention among Lebanese academics in COVID-19: a moderated mediation model10.1108/EJTD-01-2023-0006European Journal of Training and Development2023-06-20© 2023 Emerald Publishing LimitedRola Chami-MalaebNayla MenhemRasha AbdulkhalekEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-06-2010.1108/EJTD-01-2023-0006https://www.emerald.com/insight/content/doi/10.1108/EJTD-01-2023-0006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
An introduction to equity leadership: meeting individual employee needs across organizationshttps://www.emerald.com/insight/content/doi/10.1108/EJTD-01-2023-0010/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAs human resource development (HRD) seeks to develop organizations and unleash human expertise (Swanson and Holton, 2009), leaders should be encouraged to consider every employee as a complex individual with unique needs and aspirations. The purpose of this paper is to introduce the concept of equity leadership (EL), which identifies individual employees’ personal and professional resource, relationship and opportunity needs in an effort to support employees in reaching their fullest potential in the workforce, therefore increasing positive organizational outcomes. The theoretical foundations of EL are social exchange theory (SET; Saks and Rotman, 2006) and the ERG theory of motivation (Alderfer, 1969). SET recognizes the give-and-take relationship between leaders and employees, while ERG theory of motivation considers an individual’s personal and professional existence, relatedness and growth needs. The theories provide a foundation for EL’s definition. EL posits that leaders’ attention to employees’ resource, relationship and opportunity needs in the workplace could result in a positive effect on the social exchange between leaders and employees. EL provides a framework for these exchanges to occur and for employee needs to be considered, thus resulting in increased employee engagement, productivity and retention. EL can take a significant amount of time, especially when starting with new employees; however, the relationships and positive organizational outcomes provide justification for engaging in the leadership style. This paper seeks to advance the field of HRD by defining EL, exploring the theoretical underpinnings of EL and providing actionable steps for leaders to put EL into action. The nuanced theory of EL encourages organizations to evolve from the factory model of expectations to a model that considers the unique needs of individuals in organizations. Grounded partly in SET, EL promotes positive relationships between leaders and employees. There are many leadership theories; however, EL, unlike any other leadership theory, uniquely considers the individual needs of each employee through consistent one-on-one conversations between the leader and individual employees to discover employee needs and also strives for positive organizational outcomes as a result of the social exchanges.An introduction to equity leadership: meeting individual employee needs across organizations
Laura E. Hurtienne, Matthew Hurtienne
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

As human resource development (HRD) seeks to develop organizations and unleash human expertise (Swanson and Holton, 2009), leaders should be encouraged to consider every employee as a complex individual with unique needs and aspirations. The purpose of this paper is to introduce the concept of equity leadership (EL), which identifies individual employees’ personal and professional resource, relationship and opportunity needs in an effort to support employees in reaching their fullest potential in the workforce, therefore increasing positive organizational outcomes.

The theoretical foundations of EL are social exchange theory (SET; Saks and Rotman, 2006) and the ERG theory of motivation (Alderfer, 1969). SET recognizes the give-and-take relationship between leaders and employees, while ERG theory of motivation considers an individual’s personal and professional existence, relatedness and growth needs. The theories provide a foundation for EL’s definition.

EL posits that leaders’ attention to employees’ resource, relationship and opportunity needs in the workplace could result in a positive effect on the social exchange between leaders and employees. EL provides a framework for these exchanges to occur and for employee needs to be considered, thus resulting in increased employee engagement, productivity and retention.

EL can take a significant amount of time, especially when starting with new employees; however, the relationships and positive organizational outcomes provide justification for engaging in the leadership style.

This paper seeks to advance the field of HRD by defining EL, exploring the theoretical underpinnings of EL and providing actionable steps for leaders to put EL into action.

The nuanced theory of EL encourages organizations to evolve from the factory model of expectations to a model that considers the unique needs of individuals in organizations. Grounded partly in SET, EL promotes positive relationships between leaders and employees.

There are many leadership theories; however, EL, unlike any other leadership theory, uniquely considers the individual needs of each employee through consistent one-on-one conversations between the leader and individual employees to discover employee needs and also strives for positive organizational outcomes as a result of the social exchanges.

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An introduction to equity leadership: meeting individual employee needs across organizations10.1108/EJTD-01-2023-0010European Journal of Training and Development2023-06-23© 2023 Emerald Publishing LimitedLaura E. HurtienneMatthew HurtienneEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-06-2310.1108/EJTD-01-2023-0010https://www.emerald.com/insight/content/doi/10.1108/EJTD-01-2023-0010/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How might responsible management education (RME) be used to develop responsible leadership skills among students in business schools? Evidence from non-Western business schoolshttps://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0018/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to find an answer to the questions: To what extent is the implementation of responsible management education (RME) perceived to be adequate for developing responsible leadership skills among business school students? How should it be used effectively to guarantee such an outcome? The authors conducted semi-structured interviews with 24 management educators working at three public business schools. Thematic analysis was used to analyse the collected data. The findings show that the implementation of RME alone is not adequate to ensure the development of responsible leadership skills among students in business schools. However, management educators do perceive it as a considerable step towards that outcome if accompanied with internship and training opportunities to exercise and observe how social roles and activities are practiced in business, not-for-profit and civil society organisations. This study is a pioneering attempt to address the relationship between RME and developing responsible leadership skills among students in non-Western business schools.How might responsible management education (RME) be used to develop responsible leadership skills among students in business schools? Evidence from non-Western business schools
Mohamed Mousa, Levy del Aguila, Hala Abdelgaffar
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to find an answer to the questions: To what extent is the implementation of responsible management education (RME) perceived to be adequate for developing responsible leadership skills among business school students? How should it be used effectively to guarantee such an outcome?

The authors conducted semi-structured interviews with 24 management educators working at three public business schools. Thematic analysis was used to analyse the collected data.

The findings show that the implementation of RME alone is not adequate to ensure the development of responsible leadership skills among students in business schools. However, management educators do perceive it as a considerable step towards that outcome if accompanied with internship and training opportunities to exercise and observe how social roles and activities are practiced in business, not-for-profit and civil society organisations.

This study is a pioneering attempt to address the relationship between RME and developing responsible leadership skills among students in non-Western business schools.

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How might responsible management education (RME) be used to develop responsible leadership skills among students in business schools? Evidence from non-Western business schools10.1108/EJTD-02-2023-0018European Journal of Training and Development2023-09-01© 2023 Emerald Publishing LimitedMohamed MousaLevy del AguilaHala AbdelgaffarEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-09-0110.1108/EJTD-02-2023-0018https://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0018/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Investigating the link between socially-responsible HRM and organizational sustainability performance – an HRD perspectivehttps://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0019/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business organizations that are mandated to publish business sustainability and responsibility reporting. Data were obtained from 620 working professionals employed in the organizations listed on National Stock Exchange in India. The proposed hypotheses were tested by deploying the statistical technique of multiple regression analysis using SPSS Version-21. The results demonstrated that overall, SR-HR practices impact OSP. More precisely, all the dimensions of SR practices are positively associated with the organization’s financial performance, environmental performance and social performance (SP). There was a relatively higher significant impact of legal-oriented human resource management (HRM) on organizational economic and ecological performance. However, in the case of SP, a substantial effect of employee-oriented HRM was found. Study findings encourage HR practitioners to invest in SR-HR practices to build and strengthen employees’ abilities and contributing to sustainability goals. This study is one of the few studies conducted in the Indian context that highlights the relevance of the convergence of HRM, human resource development and corporate social responsibility to realize sustainability goals.Investigating the link between socially-responsible HRM and organizational sustainability performance – an HRD perspective
Neelam Nakra, Vaneet Kashyap
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business organizations that are mandated to publish business sustainability and responsibility reporting.

Data were obtained from 620 working professionals employed in the organizations listed on National Stock Exchange in India. The proposed hypotheses were tested by deploying the statistical technique of multiple regression analysis using SPSS Version-21.

The results demonstrated that overall, SR-HR practices impact OSP. More precisely, all the dimensions of SR practices are positively associated with the organization’s financial performance, environmental performance and social performance (SP). There was a relatively higher significant impact of legal-oriented human resource management (HRM) on organizational economic and ecological performance. However, in the case of SP, a substantial effect of employee-oriented HRM was found.

Study findings encourage HR practitioners to invest in SR-HR practices to build and strengthen employees’ abilities and contributing to sustainability goals.

This study is one of the few studies conducted in the Indian context that highlights the relevance of the convergence of HRM, human resource development and corporate social responsibility to realize sustainability goals.

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Investigating the link between socially-responsible HRM and organizational sustainability performance – an HRD perspective10.1108/EJTD-02-2023-0019European Journal of Training and Development2023-06-14© 2023 Emerald Publishing LimitedNeelam NakraVaneet KashyapEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-06-1410.1108/EJTD-02-2023-0019https://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0019/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Counteracting the curvilinear relationship between organizational tenure and career initiative: the role of mentoring and network barriershttps://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0020/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study investigates the antecedents of career initiative, a proactive behavior, whereby individuals engage in activities to promote their career development. The authors first argue that organizational tenure – the length of time employed within a specific organization – will exhibit a curvilinear or inverted-U-shaped relationship with career initiative. In the early years of an employment relationship, career initiative gradually increases as employees overcome the initial challenges of joining a new organization. However, career initiative will plateau and eventually decline as employees struggle to envision further development. This study uses a survey design with data collected from the North American operations of a large global telecommunications company. This study identifies two key mechanisms, both concerning relational context, that drive the curvilinear relationship between organizational tenure and career initiative: mentoring and barriers to networking. Specifically, increased mentoring and reduced barriers to networking both significantly weaken the curvilinear effect. The results suggest that organizations can promote proactive behaviors through employee mentoring and by removing network barriers, particularly for those most at risk for reduced career initiative: early- and especially later-tenure employees. Career initiative is a valued behavior among employees, but individual-level phenomena can be fostered, or inhibited, by relational context. So, while some scholars have found a trend toward “boundaryless” careers, this study reveals the importance of considering how the boundaries and social context within organizations can create an environment in which employee proactivity can flourish.Counteracting the curvilinear relationship between organizational tenure and career initiative: the role of mentoring and network barriers
Alaka N. Rao, Meghna Virick
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study investigates the antecedents of career initiative, a proactive behavior, whereby individuals engage in activities to promote their career development. The authors first argue that organizational tenure – the length of time employed within a specific organization – will exhibit a curvilinear or inverted-U-shaped relationship with career initiative. In the early years of an employment relationship, career initiative gradually increases as employees overcome the initial challenges of joining a new organization. However, career initiative will plateau and eventually decline as employees struggle to envision further development.

This study uses a survey design with data collected from the North American operations of a large global telecommunications company.

This study identifies two key mechanisms, both concerning relational context, that drive the curvilinear relationship between organizational tenure and career initiative: mentoring and barriers to networking. Specifically, increased mentoring and reduced barriers to networking both significantly weaken the curvilinear effect.

The results suggest that organizations can promote proactive behaviors through employee mentoring and by removing network barriers, particularly for those most at risk for reduced career initiative: early- and especially later-tenure employees.

Career initiative is a valued behavior among employees, but individual-level phenomena can be fostered, or inhibited, by relational context. So, while some scholars have found a trend toward “boundaryless” careers, this study reveals the importance of considering how the boundaries and social context within organizations can create an environment in which employee proactivity can flourish.

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Counteracting the curvilinear relationship between organizational tenure and career initiative: the role of mentoring and network barriers10.1108/EJTD-02-2023-0020European Journal of Training and Development2023-05-11© 2023 Emerald Publishing LimitedAlaka N. RaoMeghna VirickEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-05-1110.1108/EJTD-02-2023-0020https://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0020/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Toward the sustainable development of corporate universities: the case of South Koreahttps://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0024/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDespite the burgeoning interest in corporate universities (CUs), their pragmatic application and ongoing evolution present challenges. This study aims to analyze the South Korean CU landscape from a balanced perspective to draw implications for the sustainable development of CUs. The study uses a case study method to systematically explore CUs in South Korea by reviewing the South Korean government reports on CUs. The cases of CUs are analyzed based on the holistic model of CUs, which functions as an analytical framework. By analyzing four groups of CUs, namely, in-house colleges, corporation colleges, technical colleges and in-house college-type lifelong educational establishments, implemented in South Korea, this study draws implications for the sustainable development of CUs, using the holistic CU model. By analyzing cases of CUs from a new perspective, this study contributes to expand knowledge on CUs and suggests implications for organizations aiming to establish and sustain their own CUs tailored to their specific needs. Furthermore, this paper delves into the support necessary for the successful implementation and sustainable development of CUs, spanning organizational/team, national and individual levels.Toward the sustainable development of corporate universities: the case of South Korea
Jeong Rok Oh, Cho Hyun Park, Kyungmin Baek
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

Despite the burgeoning interest in corporate universities (CUs), their pragmatic application and ongoing evolution present challenges. This study aims to analyze the South Korean CU landscape from a balanced perspective to draw implications for the sustainable development of CUs.

The study uses a case study method to systematically explore CUs in South Korea by reviewing the South Korean government reports on CUs. The cases of CUs are analyzed based on the holistic model of CUs, which functions as an analytical framework.

By analyzing four groups of CUs, namely, in-house colleges, corporation colleges, technical colleges and in-house college-type lifelong educational establishments, implemented in South Korea, this study draws implications for the sustainable development of CUs, using the holistic CU model.

By analyzing cases of CUs from a new perspective, this study contributes to expand knowledge on CUs and suggests implications for organizations aiming to establish and sustain their own CUs tailored to their specific needs. Furthermore, this paper delves into the support necessary for the successful implementation and sustainable development of CUs, spanning organizational/team, national and individual levels.

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Toward the sustainable development of corporate universities: the case of South Korea10.1108/EJTD-02-2023-0024European Journal of Training and Development2023-12-05© 2023 Emerald Publishing LimitedJeong Rok OhCho Hyun ParkKyungmin BaekEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-12-0510.1108/EJTD-02-2023-0024https://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0024/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomeshttps://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0025/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to explore relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomes in three large companies in Korea. The research was conducted via an online survey in three large firms in Korea. The sample comprised newcomers who had worked for more than six months but less than one year in these firms. The collected data were analyzed using descriptive statistics and structural equation modeling (SEM). Derived from SEM, the study’s results confirmed a causal relationship between supervisor’s socialization behaviors and newcomer’s work outcomes, which was fully mediated by newcomer’s socialization outcomes. However, organizational commitment was observed as a mediating variable, not a moderating variable. All types of supervisors’ socialization behaviors were related to newcomers’ socialization outcomes. Providing appropriate feedback, supporting newcomers’ development and improving social relationships were most strongly related to newcomers’ socialization outcomes. This study proposed a rationale for the potential effectiveness of supervisor socialization behavior training. Related variables such as supervisor training aspects and the effectiveness of supervisor training for newcomers’ organizational socialization could be examined further. The study offers critical areas to consider when designing training programs focused on supervisors’ socialization behaviors. Human resource development practitioners should be aware of the importance of supervisors’ socialization behaviors for newcomers’ organizational socialization and develop a program to improve all types of supervisors’ socialization behaviors. New areas of training and development for supervisors can be proposed to improve newcomer organizational socialization and, eventually, to enhance the work outcomes of newcomers.Relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomes
Andrew Sanghyun Lee, Ronald Lynn Jacobs
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to explore relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomes in three large companies in Korea.

The research was conducted via an online survey in three large firms in Korea. The sample comprised newcomers who had worked for more than six months but less than one year in these firms. The collected data were analyzed using descriptive statistics and structural equation modeling (SEM).

Derived from SEM, the study’s results confirmed a causal relationship between supervisor’s socialization behaviors and newcomer’s work outcomes, which was fully mediated by newcomer’s socialization outcomes. However, organizational commitment was observed as a mediating variable, not a moderating variable. All types of supervisors’ socialization behaviors were related to newcomers’ socialization outcomes. Providing appropriate feedback, supporting newcomers’ development and improving social relationships were most strongly related to newcomers’ socialization outcomes.

This study proposed a rationale for the potential effectiveness of supervisor socialization behavior training. Related variables such as supervisor training aspects and the effectiveness of supervisor training for newcomers’ organizational socialization could be examined further.

The study offers critical areas to consider when designing training programs focused on supervisors’ socialization behaviors. Human resource development practitioners should be aware of the importance of supervisors’ socialization behaviors for newcomers’ organizational socialization and develop a program to improve all types of supervisors’ socialization behaviors.

New areas of training and development for supervisors can be proposed to improve newcomer organizational socialization and, eventually, to enhance the work outcomes of newcomers.

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Relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomes10.1108/EJTD-02-2023-0025European Journal of Training and Development2023-09-25© 2023 Emerald Publishing LimitedAndrew Sanghyun LeeRonald Lynn JacobsEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-09-2510.1108/EJTD-02-2023-0025https://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0025/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
A meta-analysis of the effects of lifelong vocational education in South Koreahttps://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0026/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to conduct a quantitative meta-analysis of previous research on lifelong vocational education to generate generalized conclusions about its effects, set directions for future lifelong vocational education and identify implementation measures. To conduct a meta-analysis on research results that have a heterogeneous distribution, it is important to specify the analysis category for examining the effects of research variables. First, lifelong vocational education has an effect on dependent variables. And action appears to have the highest effect size on dependent variables. Next, when calculating the size of variables that had an effect on lifelong vocational education by educational type, the effect size of informal education was found to be larger than that of formal education. Finally, regarding the effect on the participants, office workers were influenced most, followed by university students, North Korean defectors, job seekers and foreigners. Although this study attempted to conduct an in-depth analysis of subcomponents, it was not possible to analyze variables at a more detailed level. Therefore, future studies should aim to conduct a more comprehensive analysis of different variables based on a wider composition. Because lifelong vocational education is relevant to people’s daily lives, it should be investigated in the context of their personal characteristics and social backgrounds. This research was designed to uncover general effects of lifelong vocational education and discover relevant variables affecting lifelong vocational education in South Korea. A meta-analysis of 15 studies with 67 subgroups examining lifelong vocational education was conducted. In the current era of VUCA (Volatility, Uncertainty, Complexity and Ambiguity), lifelong vocational education needs to be organized systematically, unlike in the past. With the rapid advancements in technology influenced by artificial intelligence and the fourth industrial revolution, there is a surge in social demands for continued reeducation and redevelopment of employees to prepare for talent development paradigm innovation, increasing unemployment among unskilled workers and competence enhancement needs among job seekers and employed individuals. This study aims to conduct a quantitative meta-analysis of previous research on lifelong vocational education to draw generalized conclusions on its effectiveness and discuss its implications for implementation measures. Specifically, this study will analyze the general effect size; differences in the effect size among different dependent variable groups; and the effect size based on lifelong vocational education participants.A meta-analysis of the effects of lifelong vocational education in South Korea
Jhong Yun Joy Kim, EunBee Kim, Doo Hun Lim
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to conduct a quantitative meta-analysis of previous research on lifelong vocational education to generate generalized conclusions about its effects, set directions for future lifelong vocational education and identify implementation measures.

To conduct a meta-analysis on research results that have a heterogeneous distribution, it is important to specify the analysis category for examining the effects of research variables.

First, lifelong vocational education has an effect on dependent variables. And action appears to have the highest effect size on dependent variables. Next, when calculating the size of variables that had an effect on lifelong vocational education by educational type, the effect size of informal education was found to be larger than that of formal education. Finally, regarding the effect on the participants, office workers were influenced most, followed by university students, North Korean defectors, job seekers and foreigners.

Although this study attempted to conduct an in-depth analysis of subcomponents, it was not possible to analyze variables at a more detailed level. Therefore, future studies should aim to conduct a more comprehensive analysis of different variables based on a wider composition. Because lifelong vocational education is relevant to people’s daily lives, it should be investigated in the context of their personal characteristics and social backgrounds.

This research was designed to uncover general effects of lifelong vocational education and discover relevant variables affecting lifelong vocational education in South Korea. A meta-analysis of 15 studies with 67 subgroups examining lifelong vocational education was conducted.

In the current era of VUCA (Volatility, Uncertainty, Complexity and Ambiguity), lifelong vocational education needs to be organized systematically, unlike in the past. With the rapid advancements in technology influenced by artificial intelligence and the fourth industrial revolution, there is a surge in social demands for continued reeducation and redevelopment of employees to prepare for talent development paradigm innovation, increasing unemployment among unskilled workers and competence enhancement needs among job seekers and employed individuals.

This study aims to conduct a quantitative meta-analysis of previous research on lifelong vocational education to draw generalized conclusions on its effectiveness and discuss its implications for implementation measures. Specifically, this study will analyze the general effect size; differences in the effect size among different dependent variable groups; and the effect size based on lifelong vocational education participants.

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A meta-analysis of the effects of lifelong vocational education in South Korea10.1108/EJTD-02-2023-0026European Journal of Training and Development2023-09-12© 2023 Emerald Publishing LimitedJhong Yun Joy KimEunBee KimDoo Hun LimEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-09-1210.1108/EJTD-02-2023-0026https://www.emerald.com/insight/content/doi/10.1108/EJTD-02-2023-0026/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Validation of individual work performance questionnaire in a Vietnamese contexthttps://www.emerald.com/insight/content/doi/10.1108/EJTD-03-2023-0034/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to address the reliability and construct validity of the Individual Work Performance Questionnaire (IWPQ) in a Vietnamese context. Using the IWPQ as a measurement tool, this research also examined whether demographic features (such as gender, education level, work experience and position in a company) influenced employees’ work performance. The Vietnamese IWPQ was validated via a two-step process of factor analysis, including an exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The data collected were randomly divided into two subsamples to independently serve the EFA (n = 341) and CFA (n = 342). ANOVAs and t-tests were also used to examine the differences in individual work performance (IWP) among different demographic categories. The results of the current study confirmed the applicability of the three-dimensional IWPQ in a Vietnamese context. In addition, they also indicated several demographic features that impacted employees’ patterns of responses to IWPQ dimensions. This study focused on the construct validity of the IWPQ, without taking the content, face or criterion validity into consideration. Thus, future research should be conducted to yield a more comprehensive validation of the instrument, to measure the relationship between human resource development (HRD) practices and employee performance and to examine the relationship between strategic HRD and IWP and firm outcomes. In addition, the validated Vietnamese version of the IWPQ may inspire comparative studies on individual performance within and between units in an organization and among organizations and industries. HRD practitioners can now use the validated IWPQ in the Vietnamese language to assess fluctuations in and analyze current staff performance, thereby facilitating human resource management and development. This study also offers recommendations for business leaders and HRD practitioners striving to implement strategic HRD aimed at reducing disparities in gender and between educational qualifications and job assignments at workplace, with the overarching goals of enhancing staff performance. These recommendations prove instrumental in improving staff performance, strengthening organizational efficiency and ultimately tackling the issue of low productivity in Vietnam and neighboring countries. This study findings underscore the significance of embracing strategic HRD while taking into account individual, organizational and contextual factors that influence IWP. This approach serves to bridge current gaps related to IWP, including Vietnam’s comparatively lower productivity compared to neighboring nations, educational qualifications and role allocations within the workplace, as well as the prevailing work standards and strategic objectives. To the best of the authors’ knowledge, this rigorously validated Vietnamese version of the IWPQ is the first of its kind in Vietnam, making a significant contribution to inclusivity initiatives and offering substantial evidence to affirm the IWPQ’s relevance across diverse contexts.Validation of individual work performance questionnaire in a Vietnamese context
Thinh Nguyen-Duc, Linh Phuong Nguyen, Tam To Phuong, Hanh Thi Hien Nguyen, Vinh Thi Hong Cao
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to address the reliability and construct validity of the Individual Work Performance Questionnaire (IWPQ) in a Vietnamese context. Using the IWPQ as a measurement tool, this research also examined whether demographic features (such as gender, education level, work experience and position in a company) influenced employees’ work performance.

The Vietnamese IWPQ was validated via a two-step process of factor analysis, including an exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The data collected were randomly divided into two subsamples to independently serve the EFA (n = 341) and CFA (n = 342). ANOVAs and t-tests were also used to examine the differences in individual work performance (IWP) among different demographic categories.

The results of the current study confirmed the applicability of the three-dimensional IWPQ in a Vietnamese context. In addition, they also indicated several demographic features that impacted employees’ patterns of responses to IWPQ dimensions.

This study focused on the construct validity of the IWPQ, without taking the content, face or criterion validity into consideration. Thus, future research should be conducted to yield a more comprehensive validation of the instrument, to measure the relationship between human resource development (HRD) practices and employee performance and to examine the relationship between strategic HRD and IWP and firm outcomes. In addition, the validated Vietnamese version of the IWPQ may inspire comparative studies on individual performance within and between units in an organization and among organizations and industries.

HRD practitioners can now use the validated IWPQ in the Vietnamese language to assess fluctuations in and analyze current staff performance, thereby facilitating human resource management and development. This study also offers recommendations for business leaders and HRD practitioners striving to implement strategic HRD aimed at reducing disparities in gender and between educational qualifications and job assignments at workplace, with the overarching goals of enhancing staff performance. These recommendations prove instrumental in improving staff performance, strengthening organizational efficiency and ultimately tackling the issue of low productivity in Vietnam and neighboring countries.

This study findings underscore the significance of embracing strategic HRD while taking into account individual, organizational and contextual factors that influence IWP. This approach serves to bridge current gaps related to IWP, including Vietnam’s comparatively lower productivity compared to neighboring nations, educational qualifications and role allocations within the workplace, as well as the prevailing work standards and strategic objectives.

To the best of the authors’ knowledge, this rigorously validated Vietnamese version of the IWPQ is the first of its kind in Vietnam, making a significant contribution to inclusivity initiatives and offering substantial evidence to affirm the IWPQ’s relevance across diverse contexts.

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Validation of individual work performance questionnaire in a Vietnamese context10.1108/EJTD-03-2023-0034European Journal of Training and Development2023-12-25© 2023 Emerald Publishing LimitedThinh Nguyen-DucLinh Phuong NguyenTam To PhuongHanh Thi Hien NguyenVinh Thi Hong CaoEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-12-2510.1108/EJTD-03-2023-0034https://www.emerald.com/insight/content/doi/10.1108/EJTD-03-2023-0034/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Essential competencies for organizational learning professionals according to job ads in the Israeli employment markethttps://www.emerald.com/insight/content/doi/10.1108/EJTD-03-2023-0035/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to examine core professional competencies required by organizational learning (OL) field, using the main knowledge, skills and abilities (KSA) theoretical framework for job candidates in Israel. An analysis was conducted on 100 job postings from two online platforms using content analysis techniques. The job offers were evaluated according to criteria established by prior research conducted in the USA. The findings indicate that job announcements appear for three main professions in the field of learning in organizations in Israel: learning designer, learning developer and instructional designer. Most of the offers are for full-time jobs, without requiring a relevant academic degree or previous experience. In comparison to the US employment market, in Israel the demand for OL professionals necessitates communication abilities in English, macro development skills, knowing how to manage professional training and mastery of learning through innovative technology such as augmented reality/virtual reality. The findings also indicated which competencies are most recently required in the OL branch in Israel and the significant differences in KSA necessary for OL professionals in each of the three identified professions. The study highlighted critical elements of the OL professional field and has implications for OL professionals seeking employment and human resources (HR) recruiters seeking them. Job seekers need to know the current job market requirements in the OL field, and HR recruiters need to know what is happening in the current job market. This can be done by following updated job offers in the OL field and responding quickly to changes. The findings also have implications for the educational/academic aspect of the OL teachers in various settings and inform them to refine the content of their syllabus and course content in accordance with the current requirements of the job market in the field of OL. The study is based on the KSA theoretical framework and analysis of the OL US job market according to Wang et al.’s (2021) work. This study presents the Israel OL job market and discuss the authors’ critical view on Wang et al.’s work.Essential competencies for organizational learning professionals according to job ads in the Israeli employment market
Meital Amzalag, Omri Shoval
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to examine core professional competencies required by organizational learning (OL) field, using the main knowledge, skills and abilities (KSA) theoretical framework for job candidates in Israel.

An analysis was conducted on 100 job postings from two online platforms using content analysis techniques. The job offers were evaluated according to criteria established by prior research conducted in the USA.

The findings indicate that job announcements appear for three main professions in the field of learning in organizations in Israel: learning designer, learning developer and instructional designer. Most of the offers are for full-time jobs, without requiring a relevant academic degree or previous experience. In comparison to the US employment market, in Israel the demand for OL professionals necessitates communication abilities in English, macro development skills, knowing how to manage professional training and mastery of learning through innovative technology such as augmented reality/virtual reality. The findings also indicated which competencies are most recently required in the OL branch in Israel and the significant differences in KSA necessary for OL professionals in each of the three identified professions.

The study highlighted critical elements of the OL professional field and has implications for OL professionals seeking employment and human resources (HR) recruiters seeking them. Job seekers need to know the current job market requirements in the OL field, and HR recruiters need to know what is happening in the current job market. This can be done by following updated job offers in the OL field and responding quickly to changes. The findings also have implications for the educational/academic aspect of the OL teachers in various settings and inform them to refine the content of their syllabus and course content in accordance with the current requirements of the job market in the field of OL.

The study is based on the KSA theoretical framework and analysis of the OL US job market according to Wang et al.’s (2021) work. This study presents the Israel OL job market and discuss the authors’ critical view on Wang et al.’s work.

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Essential competencies for organizational learning professionals according to job ads in the Israeli employment market10.1108/EJTD-03-2023-0035European Journal of Training and Development2023-07-10© 2023 Emerald Publishing LimitedMeital AmzalagOmri ShovalEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-07-1010.1108/EJTD-03-2023-0035https://www.emerald.com/insight/content/doi/10.1108/EJTD-03-2023-0035/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Career competencies: an integrated review of the literaturehttps://www.emerald.com/insight/content/doi/10.1108/EJTD-04-2023-0052/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestA boundaryless career perspective suggests that career competencies are essential for employees who wish to advance their careers in high uncertainty. This study aims to propose an integrated conceptual model for career competencies to provide insights for employees and organizations by identifying what and how one can prepare and provide support for career development in an uncertain and complex work environment. The integrated literature reviewed was adapted to provide a conceptual model for career competencies. All 77 studies were reviewed, guided by the intelligent career theory (ICT) and social cognitive career theory (SCCT). The mechanisms of career competency development were examined through the interrelationship between three types of knowing; knowing-why, knowing-whom and knowing-how. Career competencies can be considered a developmental process, therefore, they could develop through various interventions and accumulate over time. Especially the results indicate that learning is an essential component of career competencies, as it increases self-efficacy and promotes a desire to achieve positive career outcomes. This study provided a conceptual model, explored the mechanisms of career competency development and considered how career competencies influence career outcomes. Furthermore, it identified the context of the construct of career competencies by integrating the SCCT and ICT. Finally, it showed the inadequacy of existing research on negative factors of career competency outcomes and recommended further research to broaden the general context of career competency studies.Career competencies: an integrated review of the literature
Hyeonah Jo, Minji Park, Ji Hoon Song
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

A boundaryless career perspective suggests that career competencies are essential for employees who wish to advance their careers in high uncertainty. This study aims to propose an integrated conceptual model for career competencies to provide insights for employees and organizations by identifying what and how one can prepare and provide support for career development in an uncertain and complex work environment.

The integrated literature reviewed was adapted to provide a conceptual model for career competencies. All 77 studies were reviewed, guided by the intelligent career theory (ICT) and social cognitive career theory (SCCT).

The mechanisms of career competency development were examined through the interrelationship between three types of knowing; knowing-why, knowing-whom and knowing-how. Career competencies can be considered a developmental process, therefore, they could develop through various interventions and accumulate over time. Especially the results indicate that learning is an essential component of career competencies, as it increases self-efficacy and promotes a desire to achieve positive career outcomes.

This study provided a conceptual model, explored the mechanisms of career competency development and considered how career competencies influence career outcomes. Furthermore, it identified the context of the construct of career competencies by integrating the SCCT and ICT. Finally, it showed the inadequacy of existing research on negative factors of career competency outcomes and recommended further research to broaden the general context of career competency studies.

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Career competencies: an integrated review of the literature10.1108/EJTD-04-2023-0052European Journal of Training and Development2023-08-29© 2023 Emerald Publishing LimitedHyeonah JoMinji ParkJi Hoon SongEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-08-2910.1108/EJTD-04-2023-0052https://www.emerald.com/insight/content/doi/10.1108/EJTD-04-2023-0052/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Factors determining entrepreneurial opportunity recognition and the significant role of education and traininghttps://www.emerald.com/insight/content/doi/10.1108/EJTD-04-2023-0054/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper was to determine the factors that enable entrepreneurial opportunity recognition and the significant role of education and training in enhancing opportunity recognition. This paper follows a systematic literature review method to answer the research questions. A systematic literature review allows us to determine the work carried out to date, how it was done, assess literature and report all relevant research. The authors have used the Preferred Reporting Items for Systematic and Meta-Analysis procedure. The findings of this study showed that prior knowledge, social networks, external environment, entrepreneurial alertness, creativity, self-efficacy and entrepreneurial passion are the main factors that play a role in the opportunity recognition process. The authors were also able to establish the importance of education and training in enhancing opportunity recognition. Experiential learning is at the forefront of education methods used to improve prior knowledge and experience that directly impact the ability to recognize entrepreneurial opportunities. The paper provides human resource development practitioners and entrepreneurship educators with factors that determine entrepreneurial opportunity recognition. It pinpoints the factors that can be exploited in enhancing employees and novice entrepreneurs’ ability to recognize viable entrepreneurial opportunities. Opportunity recognition is recognized as the first step in the entrepreneurship process. Therefore, it is crucial for entrepreneurs to have the ability to recognize opportunities that are viable. Understanding the factors that contribute to a successful opportunity recognition is important. In addition, the role of education and training in opportunity recognition and enhancing entrepreneurial opportunity recognition cannot be overlooked.Factors determining entrepreneurial opportunity recognition and the significant role of education and training
Fredrick Muyia Nafukho, Walid El Mansour
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper was to determine the factors that enable entrepreneurial opportunity recognition and the significant role of education and training in enhancing opportunity recognition.

This paper follows a systematic literature review method to answer the research questions. A systematic literature review allows us to determine the work carried out to date, how it was done, assess literature and report all relevant research. The authors have used the Preferred Reporting Items for Systematic and Meta-Analysis procedure.

The findings of this study showed that prior knowledge, social networks, external environment, entrepreneurial alertness, creativity, self-efficacy and entrepreneurial passion are the main factors that play a role in the opportunity recognition process. The authors were also able to establish the importance of education and training in enhancing opportunity recognition. Experiential learning is at the forefront of education methods used to improve prior knowledge and experience that directly impact the ability to recognize entrepreneurial opportunities.

The paper provides human resource development practitioners and entrepreneurship educators with factors that determine entrepreneurial opportunity recognition. It pinpoints the factors that can be exploited in enhancing employees and novice entrepreneurs’ ability to recognize viable entrepreneurial opportunities.

Opportunity recognition is recognized as the first step in the entrepreneurship process. Therefore, it is crucial for entrepreneurs to have the ability to recognize opportunities that are viable. Understanding the factors that contribute to a successful opportunity recognition is important. In addition, the role of education and training in opportunity recognition and enhancing entrepreneurial opportunity recognition cannot be overlooked.

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Factors determining entrepreneurial opportunity recognition and the significant role of education and training10.1108/EJTD-04-2023-0054European Journal of Training and Development2023-12-26© 2023 Emerald Publishing LimitedFredrick Muyia NafukhoWalid El MansourEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-12-2610.1108/EJTD-04-2023-0054https://www.emerald.com/insight/content/doi/10.1108/EJTD-04-2023-0054/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Does Critical HRD really exist outside academia?: An interview study with nine Critical HRD scholarshttps://www.emerald.com/insight/content/doi/10.1108/EJTD-05-2023-0070/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe complex world in which we reside is calling for more critical approaches to address the precarity experienced by the most marginalized in social systems. However, human resource development (HRD) lacks empirical data to describe, define and project the objectives and future directions of Critical HRD in today’s turbulent and volatile times. Therefore, the purpose of this study is to examine the historical and contemporary progression of Critical HRD, as described by nine of its most well-known scholars. Data were collected through semistructured interviews, and a constructivist grounded theory coding approach was applied during analysis to identify themes and patterns. The findings of this study highlight the persistent scholarship versus practice divide among Critical HRD scholars, suggesting that Critical HRD may merely be an academic undertaking and something not practiced within the public domain. The authors call for an evolution of Critical HRD toward more practice- and action-oriented approaches to scholarship and teaching so that meaningful changes can take place in actual organizations and workplaces. To the best of the authors’ knowledge, this study was the first to empirically show that there is a real research–practice gap, particularly among Critical HRD scholars. Critical HRD scholars need to take these findings seriously as an opportunity to reflect on how they can take Critical HRD to the next level beyond academic discourse.Does Critical HRD really exist outside academia?: An interview study with nine Critical HRD scholars
Chang-kyu Kwon, Matthew Archer
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The complex world in which we reside is calling for more critical approaches to address the precarity experienced by the most marginalized in social systems. However, human resource development (HRD) lacks empirical data to describe, define and project the objectives and future directions of Critical HRD in today’s turbulent and volatile times. Therefore, the purpose of this study is to examine the historical and contemporary progression of Critical HRD, as described by nine of its most well-known scholars.

Data were collected through semistructured interviews, and a constructivist grounded theory coding approach was applied during analysis to identify themes and patterns.

The findings of this study highlight the persistent scholarship versus practice divide among Critical HRD scholars, suggesting that Critical HRD may merely be an academic undertaking and something not practiced within the public domain. The authors call for an evolution of Critical HRD toward more practice- and action-oriented approaches to scholarship and teaching so that meaningful changes can take place in actual organizations and workplaces.

To the best of the authors’ knowledge, this study was the first to empirically show that there is a real research–practice gap, particularly among Critical HRD scholars. Critical HRD scholars need to take these findings seriously as an opportunity to reflect on how they can take Critical HRD to the next level beyond academic discourse.

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Does Critical HRD really exist outside academia?: An interview study with nine Critical HRD scholars10.1108/EJTD-05-2023-0070European Journal of Training and Development2023-12-29© 2023 Emerald Publishing LimitedChang-kyu KwonMatthew ArcherEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-12-2910.1108/EJTD-05-2023-0070https://www.emerald.com/insight/content/doi/10.1108/EJTD-05-2023-0070/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The relationship between career satisfaction and organizational commitment: evidence from the Kuwaiti banking sectorhttps://www.emerald.com/insight/content/doi/10.1108/EJTD-05-2023-0073/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestGrounded in social cognitive career theory (SCCT), this study aims to examine the influence of contextual factors on the relationship between career satisfaction and organizational commitment, within the banking sector in Kuwait. This study used a cross-sectional design analyzing a self-report questionnaire (N = 278). This study investigates affective, normative and continuance commitment in relation to career satisfaction, within the banking sector in Kuwait. Findings indicate a positive relationship between career satisfaction and all of affective, normative and continuance commitment; although the relationship that appears to be the strongest is between career satisfaction and normative commitment. The single site, cross-sectional approach is a limitation. The data were collected before the COVID-19 pandemic. Future research into career satisfaction and organizational commitment in different sectors is necessary and a replication of this study in a post-COVID context would also be valuable. Human resource development (HRD) policies in contexts such as Kuwait should prioritize career progression initiatives to enhance career satisfaction and contribute to increased organizational commitment. More attention is necessary to organizational HRD career planning and development policies and processes. Effective line manager development programs to equip managers to provide feedback and constructive performance management are recommended, as is the organizational provision of career counseling and guidance to support career development policies and processes. This study combines the use of established constructs with an SCCT theoretical lends to contribute new theorization of the relationship between career satisfaction and organizational commitment in non-Western cultural contexts. It challenges assumptions in current theorization of the relationship between career satisfaction and commitment that privilege affective commitment over other dimensions.The relationship between career satisfaction and organizational commitment: evidence from the Kuwaiti banking sector
Nizar Baidoun, Valerie Anne Anderson
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

Grounded in social cognitive career theory (SCCT), this study aims to examine the influence of contextual factors on the relationship between career satisfaction and organizational commitment, within the banking sector in Kuwait.

This study used a cross-sectional design analyzing a self-report questionnaire (N = 278).

This study investigates affective, normative and continuance commitment in relation to career satisfaction, within the banking sector in Kuwait. Findings indicate a positive relationship between career satisfaction and all of affective, normative and continuance commitment; although the relationship that appears to be the strongest is between career satisfaction and normative commitment.

The single site, cross-sectional approach is a limitation. The data were collected before the COVID-19 pandemic. Future research into career satisfaction and organizational commitment in different sectors is necessary and a replication of this study in a post-COVID context would also be valuable.

Human resource development (HRD) policies in contexts such as Kuwait should prioritize career progression initiatives to enhance career satisfaction and contribute to increased organizational commitment. More attention is necessary to organizational HRD career planning and development policies and processes. Effective line manager development programs to equip managers to provide feedback and constructive performance management are recommended, as is the organizational provision of career counseling and guidance to support career development policies and processes.

This study combines the use of established constructs with an SCCT theoretical lends to contribute new theorization of the relationship between career satisfaction and organizational commitment in non-Western cultural contexts. It challenges assumptions in current theorization of the relationship between career satisfaction and commitment that privilege affective commitment over other dimensions.

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The relationship between career satisfaction and organizational commitment: evidence from the Kuwaiti banking sector10.1108/EJTD-05-2023-0073European Journal of Training and Development2023-09-26© 2023 Emerald Publishing LimitedNizar BaidounValerie Anne AndersonEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-09-2610.1108/EJTD-05-2023-0073https://www.emerald.com/insight/content/doi/10.1108/EJTD-05-2023-0073/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Does ebullient supervision foster thriving, social and creative employees? – it all starts at the top!https://www.emerald.com/insight/content/doi/10.1108/EJTD-05-2023-0074/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to explore the impact of ebullient supervision on thriving at work, and relational social capital to stimulate employee creativity in the hospitality industry. Using a purposive sampling approach, data were collected from 391 subordinates and their immediate supervisors in the hospitality industry through a structured questionnaire. To analyze the data, partial least structural equation modeling approach was considered. Results show that ebullient supervision is supportive in generating personal resources of thriving at work and relational social capital, which later shape employee creativity. The empirical findings of this study provide valuable insights for managers in the hospitality industry for human resource development strategy formulation to stimulate creativity in the hospitality industry. The findings of this study suggest a novel antecedent of ebullient supervision for stimulating creativity in the hospitality industry. Hence, the paper has implications for researchers, practitioners and students.Does ebullient supervision foster thriving, social and creative employees? – it all starts at the top!
Maria Mashkoor, Lakhi Muhammad
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to explore the impact of ebullient supervision on thriving at work, and relational social capital to stimulate employee creativity in the hospitality industry.

Using a purposive sampling approach, data were collected from 391 subordinates and their immediate supervisors in the hospitality industry through a structured questionnaire. To analyze the data, partial least structural equation modeling approach was considered.

Results show that ebullient supervision is supportive in generating personal resources of thriving at work and relational social capital, which later shape employee creativity.

The empirical findings of this study provide valuable insights for managers in the hospitality industry for human resource development strategy formulation to stimulate creativity in the hospitality industry.

The findings of this study suggest a novel antecedent of ebullient supervision for stimulating creativity in the hospitality industry. Hence, the paper has implications for researchers, practitioners and students.

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Does ebullient supervision foster thriving, social and creative employees? – it all starts at the top!10.1108/EJTD-05-2023-0074European Journal of Training and Development2023-11-24© 2023 Emerald Publishing LimitedMaria MashkoorLakhi MuhammadEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-11-2410.1108/EJTD-05-2023-0074https://www.emerald.com/insight/content/doi/10.1108/EJTD-05-2023-0074/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Exploring Generation Z’s expectations at future work: the impact of digital technology on job searchinghttps://www.emerald.com/insight/content/doi/10.1108/EJTD-05-2023-0076/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to explore the perspectives of Generation Z college students regarding the job selection process, as well as the impact of digital technology on their career choices and job search endeavors. Using the grounded theory methodology, the study used in-depth interviews with 15 participants to investigate the research inquiries. The study identified six emerging themes related to the career aspirations of Generation Z students. The authors generated a job selection process model of Generation Z based on participants’ accounts of their recent job search experience. The model portrays the decision-making process performed by Generation Z job seekers while determining their career path. To enhance comprehension of the job selection process among Generation Z individuals, future studies should incorporate a broader range of participants encompassing diverse cultural, social and economic backgrounds. Scholars have the potential to examine the relationships between Generation Z job seekers’ job selection, job performance and job satisfaction through a quantitative approach. The six themes pertaining to optimal jobs for Generation Z can assist HR professionals in enhancing their understanding of the emerging pool of young and talented individuals. The utilization of the four-stage job selection process model may serve as a valuable tool for college career service professionals in the enhancement of tailored training programs. This empirical study examines Generation Z job seekers’ attitudes toward their future profession, their perceptions of ideal occupations and the influence of technology on their search, preparation and selection processes for future careers.Exploring Generation Z’s expectations at future work: the impact of digital technology on job searching
Ke Ma, Bo Fang
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to explore the perspectives of Generation Z college students regarding the job selection process, as well as the impact of digital technology on their career choices and job search endeavors.

Using the grounded theory methodology, the study used in-depth interviews with 15 participants to investigate the research inquiries.

The study identified six emerging themes related to the career aspirations of Generation Z students. The authors generated a job selection process model of Generation Z based on participants’ accounts of their recent job search experience. The model portrays the decision-making process performed by Generation Z job seekers while determining their career path.

To enhance comprehension of the job selection process among Generation Z individuals, future studies should incorporate a broader range of participants encompassing diverse cultural, social and economic backgrounds. Scholars have the potential to examine the relationships between Generation Z job seekers’ job selection, job performance and job satisfaction through a quantitative approach.

The six themes pertaining to optimal jobs for Generation Z can assist HR professionals in enhancing their understanding of the emerging pool of young and talented individuals. The utilization of the four-stage job selection process model may serve as a valuable tool for college career service professionals in the enhancement of tailored training programs.

This empirical study examines Generation Z job seekers’ attitudes toward their future profession, their perceptions of ideal occupations and the influence of technology on their search, preparation and selection processes for future careers.

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Exploring Generation Z’s expectations at future work: the impact of digital technology on job searching10.1108/EJTD-05-2023-0076European Journal of Training and Development2023-11-24© 2023 Emerald Publishing LimitedKe MaBo FangEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-11-2410.1108/EJTD-05-2023-0076https://www.emerald.com/insight/content/doi/10.1108/EJTD-05-2023-0076/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Using the conservation of resources theory to understand volunteer adaptability: a personal resource for reducing burnouthttps://www.emerald.com/insight/content/doi/10.1108/EJTD-05-2023-0082/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBurnout has been known to negatively affect volunteers. However, information involving various factors that influence their burnout is severely lacking. This study aims to examine how volunteers displayed adaptability, the ability to change their thoughts, actions and/or behaviors in uncertain situations, to offset the negative relationship with burnout. This study also examined the amount of training a volunteer reported as one factor that may act to moderate this negative relationship between adaptability and burnout. Using the conservation of resources (COR) theory, the author investigated how volunteers try to maintain their current level of resources, which aids in coping with stress and lowering their risk of burnout. Using regression, the author discovered that adaptability was negatively related to burnout and this relationship was stronger for volunteers who reported less training. Training was confirmed as a moderator in this relationship. In sum, training acted as a buffer in the negative relationship involving adaptability and burnout. The current study is one of the few to adopt theories often used to understand employee experiences, and apply them to volunteers. Interestingly, across a variety of volunteer environments, these employment theories and relationships, including adaptability, appear to matter.Using the conservation of resources theory to understand volunteer adaptability: a personal resource for reducing burnout
Joseph A. Allen
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

Burnout has been known to negatively affect volunteers. However, information involving various factors that influence their burnout is severely lacking. This study aims to examine how volunteers displayed adaptability, the ability to change their thoughts, actions and/or behaviors in uncertain situations, to offset the negative relationship with burnout. This study also examined the amount of training a volunteer reported as one factor that may act to moderate this negative relationship between adaptability and burnout.

Using the conservation of resources (COR) theory, the author investigated how volunteers try to maintain their current level of resources, which aids in coping with stress and lowering their risk of burnout.

Using regression, the author discovered that adaptability was negatively related to burnout and this relationship was stronger for volunteers who reported less training. Training was confirmed as a moderator in this relationship. In sum, training acted as a buffer in the negative relationship involving adaptability and burnout.

The current study is one of the few to adopt theories often used to understand employee experiences, and apply them to volunteers. Interestingly, across a variety of volunteer environments, these employment theories and relationships, including adaptability, appear to matter.

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Using the conservation of resources theory to understand volunteer adaptability: a personal resource for reducing burnout10.1108/EJTD-05-2023-0082European Journal of Training and Development2023-12-25© 2023 Emerald Publishing LimitedJoseph A. AllenEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-12-2510.1108/EJTD-05-2023-0082https://www.emerald.com/insight/content/doi/10.1108/EJTD-05-2023-0082/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Training and development in the Visegrad countries during Covid-19https://www.emerald.com/insight/content/doi/10.1108/EJTD-06-2022-0065/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to define the impact of training and development (T&D) in the Visegrad countries (V4) as impacted by the Covid-19 pandemic, namely, Hungary, Poland, Slovakia and the Czech Republic. These countries have some political, cultural, social and economic similarities and share some common ground in the human resource development (HRD) sectors. The authors used the HRD theory and the human capital theory to analyse the context, operations and impact of T&D in the V4 countries due to the Covid-19 pandemic. The research was conducted in 400 companies, 100 from each of the four countries using the computer assisted web interviewing technique. The questionnaire was in a six-point Likert scale format and addressed 12 topics related to T&D: policy, expectations, procedures of diagnosis, preparation, implementation, monitoring, trainees, trainers, investment and expenditures, evaluation, results and controlling. The authors concluded that in the Visegrad countries, Covid-19 raised expectations on T&D. This was followed by increased levels of action in diagnosis, preparation, monitoring and implementation, following pre-existing and adjusted policies. Evaluation and control were complicated. Investment and results and the human side of the T&D (trainees and trainers) were the ones for which there were more uncertainties and perplexities. The study has the limitation of using only a small sample in four countries. For further research, the authors suggest a larger study extended to all the European Union countries, an in-depth analysis of the current data and the kurtosis on Policy of T&D. The results of the research can be used to improve T&D programs after the Covid-19 pandemic. They could also provide information to external trainers to improve and adjust their services according to the opinions of the respondents of the study. The research findings can also serve institutions responsible for policy provision of HRD at a national level by providing possibilities to apply for funding either within national or regional funds like the National Training Fund in Poland or within European Union money at a national level. The study is original because even if the T&D in V4 countries during the Covid-19 pandemic had already been studied separately (e.g. Mikołajczyk, 2021; Vrabcová, Urbancová 2021; Vinichenko et al., 2021), no empirical, cross-national research analysing specifically the T&D in those countries has been carried out so far. The authors use an innovative methodology, addressing 12 topics and the people involved together with the stages in which a T&D policy is divided. That makes it innovative and very relevant.Training and development in the Visegrad countries during Covid-19
Eduardo Tomé, Katarzyna Tracz-Krupa, Dorota Molek-Winiarska
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to define the impact of training and development (T&D) in the Visegrad countries (V4) as impacted by the Covid-19 pandemic, namely, Hungary, Poland, Slovakia and the Czech Republic. These countries have some political, cultural, social and economic similarities and share some common ground in the human resource development (HRD) sectors.

The authors used the HRD theory and the human capital theory to analyse the context, operations and impact of T&D in the V4 countries due to the Covid-19 pandemic. The research was conducted in 400 companies, 100 from each of the four countries using the computer assisted web interviewing technique. The questionnaire was in a six-point Likert scale format and addressed 12 topics related to T&D: policy, expectations, procedures of diagnosis, preparation, implementation, monitoring, trainees, trainers, investment and expenditures, evaluation, results and controlling.

The authors concluded that in the Visegrad countries, Covid-19 raised expectations on T&D. This was followed by increased levels of action in diagnosis, preparation, monitoring and implementation, following pre-existing and adjusted policies. Evaluation and control were complicated. Investment and results and the human side of the T&D (trainees and trainers) were the ones for which there were more uncertainties and perplexities.

The study has the limitation of using only a small sample in four countries. For further research, the authors suggest a larger study extended to all the European Union countries, an in-depth analysis of the current data and the kurtosis on Policy of T&D.

The results of the research can be used to improve T&D programs after the Covid-19 pandemic. They could also provide information to external trainers to improve and adjust their services according to the opinions of the respondents of the study. The research findings can also serve institutions responsible for policy provision of HRD at a national level by providing possibilities to apply for funding either within national or regional funds like the National Training Fund in Poland or within European Union money at a national level.

The study is original because even if the T&D in V4 countries during the Covid-19 pandemic had already been studied separately (e.g. Mikołajczyk, 2021; Vrabcová, Urbancová 2021; Vinichenko et al., 2021), no empirical, cross-national research analysing specifically the T&D in those countries has been carried out so far. The authors use an innovative methodology, addressing 12 topics and the people involved together with the stages in which a T&D policy is divided. That makes it innovative and very relevant.

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Training and development in the Visegrad countries during Covid-1910.1108/EJTD-06-2022-0065European Journal of Training and Development2023-09-05© 2023 Emerald Publishing LimitedEduardo ToméKatarzyna Tracz-KrupaDorota Molek-WiniarskaEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-09-0510.1108/EJTD-06-2022-0065https://www.emerald.com/insight/content/doi/10.1108/EJTD-06-2022-0065/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Mediation effects on the relationships among the perceived and preferred coaching behaviors, and job satisfaction in Koreahttps://www.emerald.com/insight/content/doi/10.1108/EJTD-09-2023-0135/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to investigate the influences of perceived and preferred coaching behaviors and the discrepancy between them on job satisfaction, mediated by the quality of the relationship with the immediate supervisor and adaptive performance. The research adopted a cross-sectional survey design. A total of 220 Korean employees, small-sized team members, were recruited from the automotive industry for the study. This research explored the relationship between perceived and preferred coaching behaviors using the Pearson correlation. Structural equation modeling was used to analyze the relationships among perceived and preferred managerial coaching behaviors, the discrepancy between them, the quality of the relationship with the immediate supervisor, adaptive performance and job satisfaction. Perceived and preferred coaching behaviors exhibited a weak correlation. Perceived coaching behaviors indirectly influenced job satisfaction through the quality of the relationship with the immediate supervisor and adaptive performance. The discrepancy between perceived and preferred coaching behaviors directly and indirectly influenced job satisfaction via adaptive performance. However, all paths related to preferred coaching behaviors were found to be insignificant. Although the results of this research may be generalized to the Korean automotive industry, the findings highlight perceived and preferred coaching behaviors and the discrepancy between them as independent variables. The findings shed light on the influences of managerial coaching on the quality of the relationship with the immediate supervisor within Korean workplace cultures and how coaching behaviors contribute to triggering subordinates’ adaptive performance. In addition, the study provides how managerial coaching influences job satisfaction in the workplace. Based on the findings, an organization should cultivate self-directed learning environments to enhance employees’ adaptive performance. The coaching training session should be added to the leadership development program for new managers. Team leaders need to consider their members’ preferences during managerial coaching. The variables, such as preferred coaching variables and the discrepancy between perceived and preferred coaching behaviors, along with the research framework, represent a novelty in managerial coaching, as well as within the Korean context.Mediation effects on the relationships among the perceived and preferred coaching behaviors, and job satisfaction in Korea
Seokwon Hwang, Sunok Hwang, Ronald Lynn Jacobs
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to investigate the influences of perceived and preferred coaching behaviors and the discrepancy between them on job satisfaction, mediated by the quality of the relationship with the immediate supervisor and adaptive performance.

The research adopted a cross-sectional survey design. A total of 220 Korean employees, small-sized team members, were recruited from the automotive industry for the study. This research explored the relationship between perceived and preferred coaching behaviors using the Pearson correlation. Structural equation modeling was used to analyze the relationships among perceived and preferred managerial coaching behaviors, the discrepancy between them, the quality of the relationship with the immediate supervisor, adaptive performance and job satisfaction.

Perceived and preferred coaching behaviors exhibited a weak correlation. Perceived coaching behaviors indirectly influenced job satisfaction through the quality of the relationship with the immediate supervisor and adaptive performance. The discrepancy between perceived and preferred coaching behaviors directly and indirectly influenced job satisfaction via adaptive performance. However, all paths related to preferred coaching behaviors were found to be insignificant.

Although the results of this research may be generalized to the Korean automotive industry, the findings highlight perceived and preferred coaching behaviors and the discrepancy between them as independent variables. The findings shed light on the influences of managerial coaching on the quality of the relationship with the immediate supervisor within Korean workplace cultures and how coaching behaviors contribute to triggering subordinates’ adaptive performance. In addition, the study provides how managerial coaching influences job satisfaction in the workplace.

Based on the findings, an organization should cultivate self-directed learning environments to enhance employees’ adaptive performance. The coaching training session should be added to the leadership development program for new managers. Team leaders need to consider their members’ preferences during managerial coaching.

The variables, such as preferred coaching variables and the discrepancy between perceived and preferred coaching behaviors, along with the research framework, represent a novelty in managerial coaching, as well as within the Korean context.

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Mediation effects on the relationships among the perceived and preferred coaching behaviors, and job satisfaction in Korea10.1108/EJTD-09-2023-0135European Journal of Training and Development2024-01-31© 2024 Emerald Publishing LimitedSeokwon HwangSunok HwangRonald Lynn JacobsEuropean Journal of Training and Developmentahead-of-printahead-of-print2024-01-3110.1108/EJTD-09-2023-0135https://www.emerald.com/insight/content/doi/10.1108/EJTD-09-2023-0135/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Employers, recruitment and activation programmes experimental evidence from the Czech labour markethttps://www.emerald.com/insight/content/doi/10.1108/EJTD-09-2023-0139/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to test the impact of selected characteristics of jobseekers on employers’ decisions regarding potential hires (direct and probabilistic signals). The main focus of the study is to test the impact of jobseekers’ participation in selected active labour market programmes on employers’ hiring decisions for three positions: unskilled worker, skilled worker and administrative employee. Other characteristics tested include age, gender, presence of children in the household, state of health, experience of short- and long-term unemployment and indebtedness. This study analyses data from a representative survey of employers with five or more employees in the Czech Republic. The survey was conducted in December 2020 using stratified random sampling, combining online questionnaires and personal interviews. The study includes 1,040 employers and uses the factorial survey experiment (FSE) design. The results of the FSE suggest that the perceived positive impact of completing one of the activation programmes depends on the position for which the candidate is being recruited. While for the unskilled job category, the completion of any of the tested schemes (training, subsidised jobs or public works) had a positive effect; for the skilled job category, only the training and subsidised jobs schemes had a positive effect; and for the administrative job category, public works programme even had a negative effect. A somewhat limiting factor in the context of this study seems to be the definitions of the positions tested (unskilled and skilled workers and administrative staff). The decision-making of the respondents was somewhat restricted by such broadly defined categories. Typically, studies with FSE designs have a focus on a specific sector of the economy, which allows for a better definition of the positions or jobs under test. The relationship between position and the impact of individual characteristics is clearly a matter for further research. The results of the study confirm that completion of the activation programme, as well as other candidate characteristics, constitute differentiating signals for employers that influence their hiring decisions. At the same time, there is evidence that the training programme and the subsidised jobs programme are effective in terms of increasing participants’ chances of employment. The demand side should be included in the evaluation of activation policies. The design of the FSE provides an appropriate way to test the impact of activation measures on the decision-making of employers.Employers, recruitment and activation programmes experimental evidence from the Czech labour market
Jiří Vyhlídal
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to test the impact of selected characteristics of jobseekers on employers’ decisions regarding potential hires (direct and probabilistic signals). The main focus of the study is to test the impact of jobseekers’ participation in selected active labour market programmes on employers’ hiring decisions for three positions: unskilled worker, skilled worker and administrative employee. Other characteristics tested include age, gender, presence of children in the household, state of health, experience of short- and long-term unemployment and indebtedness.

This study analyses data from a representative survey of employers with five or more employees in the Czech Republic. The survey was conducted in December 2020 using stratified random sampling, combining online questionnaires and personal interviews. The study includes 1,040 employers and uses the factorial survey experiment (FSE) design.

The results of the FSE suggest that the perceived positive impact of completing one of the activation programmes depends on the position for which the candidate is being recruited. While for the unskilled job category, the completion of any of the tested schemes (training, subsidised jobs or public works) had a positive effect; for the skilled job category, only the training and subsidised jobs schemes had a positive effect; and for the administrative job category, public works programme even had a negative effect.

A somewhat limiting factor in the context of this study seems to be the definitions of the positions tested (unskilled and skilled workers and administrative staff). The decision-making of the respondents was somewhat restricted by such broadly defined categories. Typically, studies with FSE designs have a focus on a specific sector of the economy, which allows for a better definition of the positions or jobs under test. The relationship between position and the impact of individual characteristics is clearly a matter for further research.

The results of the study confirm that completion of the activation programme, as well as other candidate characteristics, constitute differentiating signals for employers that influence their hiring decisions. At the same time, there is evidence that the training programme and the subsidised jobs programme are effective in terms of increasing participants’ chances of employment.

The demand side should be included in the evaluation of activation policies. The design of the FSE provides an appropriate way to test the impact of activation measures on the decision-making of employers.

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Employers, recruitment and activation programmes experimental evidence from the Czech labour market10.1108/EJTD-09-2023-0139European Journal of Training and Development2024-02-02© 2024 Emerald Publishing LimitedJiří VyhlídalEuropean Journal of Training and Developmentahead-of-printahead-of-print2024-02-0210.1108/EJTD-09-2023-0139https://www.emerald.com/insight/content/doi/10.1108/EJTD-09-2023-0139/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Supervisors’ roles for newcomer adjustment: review of supervisors’ impact on newcomer organizational socialization outcomeshttps://www.emerald.com/insight/content/doi/10.1108/EJTD-10-2022-0107/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to explore and classify the fragmentary findings of previous studies and improve understanding of the overall roles of supervisors in newcomer organizational socialization (NOS) and their relationships to NOS outcomes. The study chiefly involves undertaking a literature review, with an emphasis on the perspective of human resource development (HRD). A structured literature review was conducted to identify and select articles through the Web of Science database. Five important roles of supervisors during NOS – supporting training transfer, providing information, clarifying newcomers’ roles, facilitating sensemaking and providing feedback – were revealed from an examination of extant work. These roles markedly influence five different components of newcomers’ adjustment: task mastery, role clarification, organizational knowledge, social identification and social integration. Although the concept of NOS used in this paper did not include all meanings of organizational socialization, the findings proposed key areas that require further study to enhance the understanding of supervisors’ roles for NOS. The literature review suggests key efforts that supervisors should pursue to enhance the efficacy of newcomers’ adjustment. HRD professionals can use this information to design supervisor training programs aimed at enhancing supervisors’ knowledge and skills for successful NOS. Studies have reported that supervisors markedly impact NOS and ultimately a newcomer’s success or failure. Relatively little work, however, has investigated how supervisors’ roles in the NOS process can enhance newcomers’ successful NOS outcomes.Supervisors’ roles for newcomer adjustment: review of supervisors’ impact on newcomer organizational socialization outcomes
Andrew Sanghyun Lee
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to explore and classify the fragmentary findings of previous studies and improve understanding of the overall roles of supervisors in newcomer organizational socialization (NOS) and their relationships to NOS outcomes.

The study chiefly involves undertaking a literature review, with an emphasis on the perspective of human resource development (HRD). A structured literature review was conducted to identify and select articles through the Web of Science database.

Five important roles of supervisors during NOS – supporting training transfer, providing information, clarifying newcomers’ roles, facilitating sensemaking and providing feedback – were revealed from an examination of extant work. These roles markedly influence five different components of newcomers’ adjustment: task mastery, role clarification, organizational knowledge, social identification and social integration.

Although the concept of NOS used in this paper did not include all meanings of organizational socialization, the findings proposed key areas that require further study to enhance the understanding of supervisors’ roles for NOS.

The literature review suggests key efforts that supervisors should pursue to enhance the efficacy of newcomers’ adjustment. HRD professionals can use this information to design supervisor training programs aimed at enhancing supervisors’ knowledge and skills for successful NOS.

Studies have reported that supervisors markedly impact NOS and ultimately a newcomer’s success or failure. Relatively little work, however, has investigated how supervisors’ roles in the NOS process can enhance newcomers’ successful NOS outcomes.

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Supervisors’ roles for newcomer adjustment: review of supervisors’ impact on newcomer organizational socialization outcomes10.1108/EJTD-10-2022-0107European Journal of Training and Development2023-05-11© 2023 Emerald Publishing LimitedAndrew Sanghyun LeeEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-05-1110.1108/EJTD-10-2022-0107https://www.emerald.com/insight/content/doi/10.1108/EJTD-10-2022-0107/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Impact of entrepreneurial training on career outcomes: mediated by work passion in Pakistani business ownershttps://www.emerald.com/insight/content/doi/10.1108/EJTD-10-2022-0110/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPassion plays a vital role in entrepreneurship, and examining the role of training in passion development is a recent call. This study aims to examine the impact of entrepreneurial training on occupational commitment and career satisfaction of business owners based on goal content theory. In doing so the role of harmonious passion is tested as a mediating mechanism. A three-wave time-lagged data were collected from 351 business owners operating in Punjab, Pakistan and were analyzed by using SmartPLS. The findings suggested that entrepreneurial training had a positive impact on building entrepreneurial passion, and as a result, they were found to be more committed and satisfied with their entrepreneurial career. The research has theoretical and practical implications for the role of training in the development of entrepreneurial career outcomes. Despite a growing interest in entrepreneurial passion, only few studies have explored the entrepreneurial training on occupational commitment and career satisfaction of business owners in context of Pakistan.Impact of entrepreneurial training on career outcomes: mediated by work passion in Pakistani business owners
Sajjad Hussain, Muhammad Rafiq, Kashif Mahmood, Sobia Nasir, Ayesha Zahid
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

Passion plays a vital role in entrepreneurship, and examining the role of training in passion development is a recent call. This study aims to examine the impact of entrepreneurial training on occupational commitment and career satisfaction of business owners based on goal content theory.

In doing so the role of harmonious passion is tested as a mediating mechanism. A three-wave time-lagged data were collected from 351 business owners operating in Punjab, Pakistan and were analyzed by using SmartPLS.

The findings suggested that entrepreneurial training had a positive impact on building entrepreneurial passion, and as a result, they were found to be more committed and satisfied with their entrepreneurial career. The research has theoretical and practical implications for the role of training in the development of entrepreneurial career outcomes.

Despite a growing interest in entrepreneurial passion, only few studies have explored the entrepreneurial training on occupational commitment and career satisfaction of business owners in context of Pakistan.

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Impact of entrepreneurial training on career outcomes: mediated by work passion in Pakistani business owners10.1108/EJTD-10-2022-0110European Journal of Training and Development2023-06-14© 2023 Emerald Publishing LimitedSajjad HussainMuhammad RafiqKashif MahmoodSobia NasirAyesha ZahidEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-06-1410.1108/EJTD-10-2022-0110https://www.emerald.com/insight/content/doi/10.1108/EJTD-10-2022-0110/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Systematic bibliometric review of artificial intelligence in human resource development: insights for HRD researchers, practitioners and policymakershttps://www.emerald.com/insight/content/doi/10.1108/EJTD-10-2023-0152/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestArtificial intelligence (AI) is a significant game changer in human resource development (HRD). The launch of ChatGPT has accelerated its progress and amplified its impact on organizations and employees. This study aims to review and examine literature on AI in HRD, using a bibliometric approach. This study is a bibliometric review. Scopus was used to identify studies in the field. In total, 236 papers published in the past 10 years were examined using the VOSviewer program. The obtained results showed that most cited documents and authors are mainly from computer sciences, emphasizing machine learning over human learning. While it was expected that HRD authors and studies would have a more substantial presence, the lesser prominence suggests several interesting avenues for explorations. This study provides insights and recommendations for researchers, managers, HRD practitioners and policymakers. Prioritizing the development of both humans and machines becomes crucial, as an exclusive focus on machines may pose a risk to the sustainability of employees' skills and long-term career prospects. There is a dearth of bibliometric studies examining AI in HRD. Hence, this study proposes a relatively unexplored approach to examine this topic. It provides a visual and structured overview of this topic. Also, it highlights areas of research concentration and areas that are overlooked. Shedding light on the presence of more research originating from computer sciences and focusing on machine learning over human learning represent an important contribution of this study, which may foster interdisciplinary collaboration with experts from diverse fields, broadening the scope of research on technologies and learning in workplaces.Systematic bibliometric review of artificial intelligence in human resource development: insights for HRD researchers, practitioners and policymakers
Salima Hamouche, Norffadhillah Rofa, Annick Parent-Lamarche
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

Artificial intelligence (AI) is a significant game changer in human resource development (HRD). The launch of ChatGPT has accelerated its progress and amplified its impact on organizations and employees. This study aims to review and examine literature on AI in HRD, using a bibliometric approach.

This study is a bibliometric review. Scopus was used to identify studies in the field. In total, 236 papers published in the past 10 years were examined using the VOSviewer program.

The obtained results showed that most cited documents and authors are mainly from computer sciences, emphasizing machine learning over human learning. While it was expected that HRD authors and studies would have a more substantial presence, the lesser prominence suggests several interesting avenues for explorations.

This study provides insights and recommendations for researchers, managers, HRD practitioners and policymakers. Prioritizing the development of both humans and machines becomes crucial, as an exclusive focus on machines may pose a risk to the sustainability of employees' skills and long-term career prospects.

There is a dearth of bibliometric studies examining AI in HRD. Hence, this study proposes a relatively unexplored approach to examine this topic. It provides a visual and structured overview of this topic. Also, it highlights areas of research concentration and areas that are overlooked. Shedding light on the presence of more research originating from computer sciences and focusing on machine learning over human learning represent an important contribution of this study, which may foster interdisciplinary collaboration with experts from diverse fields, broadening the scope of research on technologies and learning in workplaces.

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Systematic bibliometric review of artificial intelligence in human resource development: insights for HRD researchers, practitioners and policymakers10.1108/EJTD-10-2023-0152European Journal of Training and Development2023-12-19© 2023 Emerald Publishing LimitedSalima HamoucheNorffadhillah RofaAnnick Parent-LamarcheEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-12-1910.1108/EJTD-10-2023-0152https://www.emerald.com/insight/content/doi/10.1108/EJTD-10-2023-0152/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
A conceptual framework for practicing inclusive dialogic organization development in times of uncertainty and complexityhttps://www.emerald.com/insight/content/doi/10.1108/EJTD-11-2022-0120/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to propose a conceptual framework for practicing inclusive dialogic organization development (OD). This paper reviews and presents Robert Kegan’s theory and practice of deliberately developmental organization as an exemplary model for dialogic OD. The paper suggests three conditions to make the constantly emerging organizational reality socially just, equitable and inclusive – whole self, psychological safety and leader vulnerability. The originality of this paper lies in making explicit issues of power in dialogic OD literature and providing implications for human resource development on how to lead and develop organizations inclusively in times of uncertainty and complexity.A conceptual framework for practicing inclusive dialogic organization development in times of uncertainty and complexity
Chang-kyu Kwon, Kibum Kwon
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to propose a conceptual framework for practicing inclusive dialogic organization development (OD).

This paper reviews and presents Robert Kegan’s theory and practice of deliberately developmental organization as an exemplary model for dialogic OD.

The paper suggests three conditions to make the constantly emerging organizational reality socially just, equitable and inclusive – whole self, psychological safety and leader vulnerability.

The originality of this paper lies in making explicit issues of power in dialogic OD literature and providing implications for human resource development on how to lead and develop organizations inclusively in times of uncertainty and complexity.

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A conceptual framework for practicing inclusive dialogic organization development in times of uncertainty and complexity10.1108/EJTD-11-2022-0120European Journal of Training and Development2023-07-20© 2023 Emerald Publishing LimitedChang-kyu KwonKibum KwonEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-07-2010.1108/EJTD-11-2022-0120https://www.emerald.com/insight/content/doi/10.1108/EJTD-11-2022-0120/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Thinking out of the box’ exploring the dual outcomes of gritty leadership in project-based organizationshttps://www.emerald.com/insight/content/doi/10.1108/EJTD-11-2022-0125/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to focus on the dual outcomes and consequences of gritty leadership, including how it encourages followers to engage proactively and, as a result, succeed in their careers. On the other hand, the way it causes job stress in employees affects the overall work-life balance. The snowball sampling method was used to gather data to test the dual outcomes of gritty leadership. Mid-level project employees in Rawalpindi and Islamabad provided the data. The findings of the study indicate that gritty leadership comes with both advantages and disadvantages and adds to the development of individuals. Positive spillover effects (career success) may be created by grit leaders, and vice versa (poor work-life balance). On the bright side, gritty leadership promotes career success favorably through a proactive personality. Contrarily, gritty leadership causes job stress, which has a detrimental impact on work-life balance. Thus, this study offers the explanatory mechanism by which the advantages and disadvantages of gritty leadership are manifested. The study is unique because it examines the results of gritty leadership and gives practitioners a realistic notion of the direction they should go.Thinking out of the box’ exploring the dual outcomes of gritty leadership in project-based organizations
Shazia Faiz, Namra Mubarak, Samyia Safdar
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to focus on the dual outcomes and consequences of gritty leadership, including how it encourages followers to engage proactively and, as a result, succeed in their careers. On the other hand, the way it causes job stress in employees affects the overall work-life balance.

The snowball sampling method was used to gather data to test the dual outcomes of gritty leadership. Mid-level project employees in Rawalpindi and Islamabad provided the data.

The findings of the study indicate that gritty leadership comes with both advantages and disadvantages and adds to the development of individuals. Positive spillover effects (career success) may be created by grit leaders, and vice versa (poor work-life balance). On the bright side, gritty leadership promotes career success favorably through a proactive personality. Contrarily, gritty leadership causes job stress, which has a detrimental impact on work-life balance.

Thus, this study offers the explanatory mechanism by which the advantages and disadvantages of gritty leadership are manifested. The study is unique because it examines the results of gritty leadership and gives practitioners a realistic notion of the direction they should go.

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Thinking out of the box’ exploring the dual outcomes of gritty leadership in project-based organizations10.1108/EJTD-11-2022-0125European Journal of Training and Development2023-05-11© 2023 Emerald Publishing LimitedShazia FaizNamra MubarakSamyia SafdarEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-05-1110.1108/EJTD-11-2022-0125https://www.emerald.com/insight/content/doi/10.1108/EJTD-11-2022-0125/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Linking learning goal orientation to learning from error: the mediating role of motivation to learn and metacognitionhttps://www.emerald.com/insight/content/doi/10.1108/EJTD-11-2022-0127/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestErrors are increasingly recognized as beneficial to the learning process and are more frequently integrated into training curriculums. Despite this growing interest, the work carried out so far offers little evidence highlighting the psychological qualities implicit in learning from error. By focussing on the role of specific trainee’s attributes [i.e. learning goal orientation (LGO) motivation to learn and metacognition], this study aims to better understand the reasons why some trainees benefit more (than others) from being confronted with errors during training. A total of 142 trainees took part in this study by participating in a training on interviewing techniques that also exposed them to various committable errors, and by completing questionnaires at two different times (i.e. before and after training). Results of bootstrap regression analysis highlights three main findings: LGO is positively linked to learning from errors; a significant portion of the link between LGO and learning from error is explained by motivation to learn and metacognition; and these effects are presented in the form of a double-mediated model which suggests two different explanatory pathways (i.e. motivational and cognitive). To the best of the authors’ knowledge, this study is among the first to offer insight on the psychological attributes influencing learning from errors and to bring forward the role of two underlying mechanism that are linked to this specific type of learning. It also invites researchers and practitioners to reflect on the best ways to make use of errors in training and promote the value of personal attributes on trainees’ learning experience.Linking learning goal orientation to learning from error: the mediating role of motivation to learn and metacognition
Martin Lauzier, Annabelle Bilodeau Clarke
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

Errors are increasingly recognized as beneficial to the learning process and are more frequently integrated into training curriculums. Despite this growing interest, the work carried out so far offers little evidence highlighting the psychological qualities implicit in learning from error. By focussing on the role of specific trainee’s attributes [i.e. learning goal orientation (LGO) motivation to learn and metacognition], this study aims to better understand the reasons why some trainees benefit more (than others) from being confronted with errors during training.

A total of 142 trainees took part in this study by participating in a training on interviewing techniques that also exposed them to various committable errors, and by completing questionnaires at two different times (i.e. before and after training).

Results of bootstrap regression analysis highlights three main findings: LGO is positively linked to learning from errors; a significant portion of the link between LGO and learning from error is explained by motivation to learn and metacognition; and these effects are presented in the form of a double-mediated model which suggests two different explanatory pathways (i.e. motivational and cognitive).

To the best of the authors’ knowledge, this study is among the first to offer insight on the psychological attributes influencing learning from errors and to bring forward the role of two underlying mechanism that are linked to this specific type of learning. It also invites researchers and practitioners to reflect on the best ways to make use of errors in training and promote the value of personal attributes on trainees’ learning experience.

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Linking learning goal orientation to learning from error: the mediating role of motivation to learn and metacognition10.1108/EJTD-11-2022-0127European Journal of Training and Development2023-05-09© 2023 Emerald Publishing LimitedMartin LauzierAnnabelle Bilodeau ClarkeEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-05-0910.1108/EJTD-11-2022-0127https://www.emerald.com/insight/content/doi/10.1108/EJTD-11-2022-0127/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Performance-oriented HR and career development of women managers: the mediation of self-leadership and the moderated mediation of supervisor’s gender equalityhttps://www.emerald.com/insight/content/doi/10.1108/EJTD-11-2022-0131/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to emphasize the important role of performance-oriented human resource (HR) practices and gender equality perceptions in supervisors and chief executive officers (CEOs) for career development among women in management. This study used a quantitative methodology to examine relationships among variables. The authors conducted a survey to investigate factors influencing the career development of women managers in professional settings, with a sample of 1,502 female managers in South Korea. The relationship between performance-oriented HR practices and career development for women managers was supported. In addition, self-leadership significantly mediated the relationship between performance-oriented HR practices and career development. Finally, double moderator effects of gender equality perceptions of CEOs and supervisors on the relationship between performance-oriented HR practices and self-leadership were significant. This study emphasizes that career development for women in South Korea depends on gender equality awareness and institutional reorganization for best practices at top management levels. Specifically, this study identified the essential role of performance-based HR practices to support self-leadership and career development in women managers. Furthermore, this study recognized gender equality perceptions of CEOs and supervisors as a critical factor in the successful career development of women managers.Performance-oriented HR and career development of women managers: the mediation of self-leadership and the moderated mediation of supervisor’s gender equality
Jaehong Joo, Hee Sun Kim, Sae Gyoung Song, Yun Jeong Ro, Ji Hoon Song
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to emphasize the important role of performance-oriented human resource (HR) practices and gender equality perceptions in supervisors and chief executive officers (CEOs) for career development among women in management.

This study used a quantitative methodology to examine relationships among variables. The authors conducted a survey to investigate factors influencing the career development of women managers in professional settings, with a sample of 1,502 female managers in South Korea.

The relationship between performance-oriented HR practices and career development for women managers was supported. In addition, self-leadership significantly mediated the relationship between performance-oriented HR practices and career development. Finally, double moderator effects of gender equality perceptions of CEOs and supervisors on the relationship between performance-oriented HR practices and self-leadership were significant.

This study emphasizes that career development for women in South Korea depends on gender equality awareness and institutional reorganization for best practices at top management levels. Specifically, this study identified the essential role of performance-based HR practices to support self-leadership and career development in women managers. Furthermore, this study recognized gender equality perceptions of CEOs and supervisors as a critical factor in the successful career development of women managers.

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Performance-oriented HR and career development of women managers: the mediation of self-leadership and the moderated mediation of supervisor’s gender equality10.1108/EJTD-11-2022-0131European Journal of Training and Development2023-08-29© 2023 Emerald Publishing LimitedJaehong JooHee Sun KimSae Gyoung SongYun Jeong RoJi Hoon SongEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-08-2910.1108/EJTD-11-2022-0131https://www.emerald.com/insight/content/doi/10.1108/EJTD-11-2022-0131/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Inclusive talent management philosophy, talent management practices and employees’ outcomeshttps://www.emerald.com/insight/content/doi/10.1108/EJTD-12-2022-0138/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to propose that inclusive talent management (TM) philosophy and TM practices are related to individual outcomes, such as job satisfaction, turnover intentions and job performance. Using the resource-based theory, the research explores the mediation relationship between inclusive TM philosophy and job satisfaction, turnover intentions and job performance via TM practices. The study uses structural equation modelling for analysing the data collected through a questionnaire-based survey among a sample of 373 employees and 65 supervisors. The results show that inclusive TM philosophy is positively related to individuals’ job satisfaction, job performance and decreased turnover intentions, through TM practices. The study’s limitation lies in its restriction to a narrow set of organizations operating in Romania, thus limiting the generalization of the findings. Consequently, future studies can extend the scope of the study to include a larger sample size consisting of more organizations operating across multiple sectors and countries. While it is appropriate to assess talent philosophies at the level of the individual employees, future studies may wish to tackle the constructs from the organizational (managerial) standpoint where the TM practices and programmes are designed. Furthermore, future researchers could draw comparisons with large enterprises to investigate the differences in the impact of implementing TM practices within these organizational types. Finally, future research could explore the outcomes of inclusive TM philosophy by using a qualitative design, which sheds more light on other factors that support or hinder the outcomes of embracing inclusive TM in organizations. The study’s findings have practical implications for organizations that want to improve their employees’ outcomes and provide evidence on how organizations can achieve this through their TM practices. First, the paper establishes a relationship between inclusive TM philosophy and employees’ outcomes (turnover intention, job satisfaction and job performance) through the mediating impact of the organization’s TM practices in the context of organizations operating in Romania. The relevance of the context for TM studies has been highlighted in the literature, and thus, the findings make an important contribution to the TM literature, given the limited number of empirical studies on TM practices from emerging European countries (Skuza et al., 2013). Second, the model was tested empirically by collecting data from two sources – employees and supervisors from the surveyed organizations. The perception among employees that they are treated as a talent by the organization can have a positive impact on their satisfaction, and job performance, and decrease their turnover intentions. This suggests that organizations should invest in talent development programmes to help their employees develop into talented performers who help improve the organization’s performance. The findings are of particular importance to human resources practitioners, as it suggests that organizations should consider implementing TM practices systematically across the organization to ensure that all employees benefit from them. By doing this, organizations can improve individual outcomes, which can ultimately lead to improved organizational performance. Organization that develop the talent of their workforce in its totality are likely to be more successful in the long term. Similarly, it can be inferred that organizations that enhance the talent of their workforce through practices such as staff rotation, talent identification are likely to derive greater benefit from the capabilities that their staff display. The study sheds light on the impact of talent philosophies and TM practices on outcomes at the individual employees’ level, which is an understudied study area within the broader TM discipline.Inclusive talent management philosophy, talent management practices and employees’ outcomes
Barrington Everton Graham, Monica Zaharie, Codruta Osoian
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to propose that inclusive talent management (TM) philosophy and TM practices are related to individual outcomes, such as job satisfaction, turnover intentions and job performance.

Using the resource-based theory, the research explores the mediation relationship between inclusive TM philosophy and job satisfaction, turnover intentions and job performance via TM practices. The study uses structural equation modelling for analysing the data collected through a questionnaire-based survey among a sample of 373 employees and 65 supervisors.

The results show that inclusive TM philosophy is positively related to individuals’ job satisfaction, job performance and decreased turnover intentions, through TM practices.

The study’s limitation lies in its restriction to a narrow set of organizations operating in Romania, thus limiting the generalization of the findings. Consequently, future studies can extend the scope of the study to include a larger sample size consisting of more organizations operating across multiple sectors and countries. While it is appropriate to assess talent philosophies at the level of the individual employees, future studies may wish to tackle the constructs from the organizational (managerial) standpoint where the TM practices and programmes are designed. Furthermore, future researchers could draw comparisons with large enterprises to investigate the differences in the impact of implementing TM practices within these organizational types. Finally, future research could explore the outcomes of inclusive TM philosophy by using a qualitative design, which sheds more light on other factors that support or hinder the outcomes of embracing inclusive TM in organizations.

The study’s findings have practical implications for organizations that want to improve their employees’ outcomes and provide evidence on how organizations can achieve this through their TM practices. First, the paper establishes a relationship between inclusive TM philosophy and employees’ outcomes (turnover intention, job satisfaction and job performance) through the mediating impact of the organization’s TM practices in the context of organizations operating in Romania. The relevance of the context for TM studies has been highlighted in the literature, and thus, the findings make an important contribution to the TM literature, given the limited number of empirical studies on TM practices from emerging European countries (Skuza et al., 2013). Second, the model was tested empirically by collecting data from two sources – employees and supervisors from the surveyed organizations. The perception among employees that they are treated as a talent by the organization can have a positive impact on their satisfaction, and job performance, and decrease their turnover intentions. This suggests that organizations should invest in talent development programmes to help their employees develop into talented performers who help improve the organization’s performance. The findings are of particular importance to human resources practitioners, as it suggests that organizations should consider implementing TM practices systematically across the organization to ensure that all employees benefit from them. By doing this, organizations can improve individual outcomes, which can ultimately lead to improved organizational performance.

Organization that develop the talent of their workforce in its totality are likely to be more successful in the long term. Similarly, it can be inferred that organizations that enhance the talent of their workforce through practices such as staff rotation, talent identification are likely to derive greater benefit from the capabilities that their staff display.

The study sheds light on the impact of talent philosophies and TM practices on outcomes at the individual employees’ level, which is an understudied study area within the broader TM discipline.

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Inclusive talent management philosophy, talent management practices and employees’ outcomes10.1108/EJTD-12-2022-0138European Journal of Training and Development2023-06-15© 2023 Emerald Publishing LimitedBarrington Everton GrahamMonica ZaharieCodruta OsoianEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-06-1510.1108/EJTD-12-2022-0138https://www.emerald.com/insight/content/doi/10.1108/EJTD-12-2022-0138/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Using the metaverse in training: lessons from real caseshttps://www.emerald.com/insight/content/doi/10.1108/EJTD-12-2022-0144/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to explore the potential contribution of the metaverse to improve training and development as a function of human resource development (HRD) perspective. The authors explore the benefits and challenges of the metaverse and introduce cases of companies using the metaverse in training. A narrative literature review was conducted to collect information on the metaverse in training. The authors reviewed peer- and non-peer-reviewed articles, book chapters, white papers, corporate websites and blogs and business magazines. A total of 75 articles were reviewed, including 14 cases, which were summarized to demonstrate how companies are applying metaverse technology in training contexts. For a more in-depth review, three cases were selected and summarized in terms of context, process and outcomes. The metaverse is an emergent topic in HRD. It has the potential to revolutionize the functions of training and development through the combination of advanced technologies, including virtual reality, augmented reality and mixed reality. This article is the foundational attempt to provide a comprehensive summary of existing literature and case studies that highlight the potential of the metaverse in training within the context of HRD.Using the metaverse in training: lessons from real cases
Omaima Hajjami, Sunyoung Park
European Journal of Training and Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to explore the potential contribution of the metaverse to improve training and development as a function of human resource development (HRD) perspective. The authors explore the benefits and challenges of the metaverse and introduce cases of companies using the metaverse in training.

A narrative literature review was conducted to collect information on the metaverse in training. The authors reviewed peer- and non-peer-reviewed articles, book chapters, white papers, corporate websites and blogs and business magazines.

A total of 75 articles were reviewed, including 14 cases, which were summarized to demonstrate how companies are applying metaverse technology in training contexts. For a more in-depth review, three cases were selected and summarized in terms of context, process and outcomes.

The metaverse is an emergent topic in HRD. It has the potential to revolutionize the functions of training and development through the combination of advanced technologies, including virtual reality, augmented reality and mixed reality. This article is the foundational attempt to provide a comprehensive summary of existing literature and case studies that highlight the potential of the metaverse in training within the context of HRD.

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Using the metaverse in training: lessons from real cases10.1108/EJTD-12-2022-0144European Journal of Training and Development2023-06-05© 2023 Emerald Publishing LimitedOmaima HajjamiSunyoung ParkEuropean Journal of Training and Developmentahead-of-printahead-of-print2023-06-0510.1108/EJTD-12-2022-0144https://www.emerald.com/insight/content/doi/10.1108/EJTD-12-2022-0144/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited