As employee preferences change and organizations adapt and transform as a result of the Covid-19 pandemic, new research opportunities are present for HRD scholars interested in training and development, organizational behavior, job design, change management, the creation of healthy and productive workplaces, and more. In the face of new opportunities for research, we discuss the value of revisiting grounded theory methodology as a resource for generating theory in HRD contexts. As a methodology, grounded theory is a useful tool for exploring processes and building theory grounded in data. In this paper, we examine the potential of grounded theory to contribute meaningfully to the research and practice of HRD by discussing the historical development of grounded theory, the current state of grounded theory research in HRD, and the implications of grounded theory work on the future of HRD scholarship.

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This article describes how to develop, conduct, and write a structured literature review (SLR) and cites examples of published SLR to illustrate different perspectives on the process and contributions to the literature. We first discuss how the SLR differs from other types of reviews (i.e., integrative literature review, meta-analysis, and scoping review). Second, the process of writing an SLR is discussed across common manuscript components: (1) the research problem, (2) conceptual or theoretical framework, (3) method, (4) findings and discussion, and (5) implications. Finally, we offer implications for how the SLR can be effectively leveraged in human resource development.

This study critically examined the impact of a crisis context (COVID-19 pandemic) on K-12 teachers by placing emphasis on the mentor-mentee dyad through the perspective of the mentee in a large United States public school system. A phenomenological case study was undertaken that used semi-structured interviews to examine 14 early career teachers (mentees) participating in a formal mentoring program during the 2020–2021 school year. The study focused on mentor-mentee relationships by accounting for the single most traumatic and transformative event of the modern era of K-12 public education. The analysis yielded three findings highlighting the impact of COVID-19 on the mentor-mentee dyadic experiences of first- and second-year teachers engaged in a mentoring relationship. The findings indicate that (a) e-mentoring allowed for avoidant behaviors from mentors (b) successful mentoring involves the development of personal relationships between a mentor and mentee, and (c) peer and reverse mentoring became commonplace during the COVID-19 pandemic. Public school systems can use these findings to help develop positive mentor and mentee relationships that go beyond the traditional dyadic roles and help reduce stress in a crisis context, while developing a culture where superiority bias is improved. Research implications offer mentoring literature a view to pay more attention to temporal influences during environments of high stress, which may provide more explanatory power on mentorship roles, cultural influences, and social interactions in the course of mentor-mentee practices.

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