Challenges to the Field of Human Resources Development

Bing, John W.; Kehrhahn, Marijke; Short, Darren C.

doi:10.1177/1523422303254671

Cited by 38 publications

(32 citation statements)

References 9 publications

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“…Consider, for example, that several ways individuals might engage in nonwork-related presenteeism (such as phone use, e-mail use, surfing the Internet) rely on the use of technology in the workplace. Yet technology is a main resource for e-learning, performance enhancement, and other applications that develop human resources and make the workplace a digital one (Benson, Johnson, & Kuchinke, 2002;Bing et al, 2003). Thus, when employees are using this technology to engage in personal business on the job, firms may be losing time and the opportunity to train their employees, develop their skills for current job performance, improve their skill sets for career development and promotion purposes, and improve productivity for the firm' s competitiveness.…”

Section: Literature Reviewmentioning

confidence: 96%

“…As Bing, Kehrhahn, and Short (2003) argue, a key challenge that remains for HRD professionals and researchers is to demonstrate how specific variables of interest may affect productivity and the welfare of the firm. Ignoring the existence of nonworkrelated presenteeism neglects a behavior that may have far-reaching implications for individual productivity and firm competitiveness.…”

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confidence: 98%

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Engaging in personal business on the job: Extending the presenteeism construct

D’Abate

Eddy

2007

Human Resource Dev Quarterly

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Presenteeism describes the situation when employees are at work but, because of illness, injury, or other conditions, they are not functioning at peak levels (Hemp, 2004;Zengerle, 2004). Thus, the term presenteeism combines the ideas of the "present" employee and "absenteeism" where the employee is present on the job but somewhat absent in mind or behavior. The New York Times Magazine has hailed presenteeism as one of the top discoveries of (Zengerle, 2004, a sentiment fostered to some degree by the surge of research on the prevalence and business-related costs of employees who are present at work when suffering from medical conditions or illnesses (Hemp, 2004). What results from illness-related presenteeism, experts argue, is lower productivity on the job (for example, lower quantity of output, working more slowly,

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Section: Literature Reviewmentioning

confidence: 96%

mentioning

confidence: 98%

Engaging in personal business on the job: Extending the presenteeism construct

D’Abate

Eddy

2007

Human Resource Dev Quarterly

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“…This is endorsed [2] , who posited that effective work processes and systems play a major role in improving performance. However, Deming [16] believed that 90% of the problems in organizations were a result of deficiencies in their systems or work processes.…”

Section: Work Process Improvementmentioning

confidence: 99%

Outcomes of Human Resource Development Interventions

Abdullah¹

2009

J. of Social Sciences

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Problem statement: In Malaysia, Human Resource Development (HRD) plays an important role in the economic development of the country. Despite government policies encouraging the implementation of HRD activities, as well as the substantial infrastructural and financial support provided, the benefits or outcomes of the HRD activities being implemented and provided to employees have not been examined. The aim of this study was to examine the outcomes of HRD interventions using the fundamental aspects of HRD's definitions. Approach: This study utilised a mixed method approach, combining questionnaire surveys and interviews with HR practitioners. Results: The findings suggested that HRD programs and activities being implemented and provided to employees in manufacturing firms in Malaysia generate individual and team development as well as work process improvement, but do not support HRD strategic planning for organizational change. Conclusion/Recommendations: This study implied that HRD programs and activities implemented had not been strategically planned and aligned with organizational goals and objectives. The limitations of the study and recommendations for further research were discussed.

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“…Social consciousness impacts consumer decisions and CEOs are expected to make corporate social responsibility a priority in their decisions (Lynham, 1998;Waldman, Siegel, & Javidan, 2006). Additionally CEOs are responsible not only to stockholders but to a much wider group of stakeholders than ever before (Bing, Kehrhahn, & Short, 2003). This group of stakeholders includes employees whose changes in attitudes, expectations, and demands put additional pressure on the CEO (Steiner et al, 1981) The complexity of the business landscape remains in place today (Breene et al, 2007;Favaro et al, 2010) while -the CEOs work is becoming more complex and challenging‖ (Mascarenhas, 2009, p. 250).…”

Section: Changes In the External Environmentmentioning

confidence: 99%

The Role of Chief Executive Officer

Glick

2011

Advances in Developing Human Resources

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OF DISSERTATION THE ROLE OF CHIEF EXECUTIVE OFFICERThe purpose of this study was to address the gap between what is reported in the literature and what is known in current practice on the role of CEO. Research on the role of CEO is conflicting and outdated, and the theory deduced by Mintzberg in the 1970s has not been continually refined and updated, a necessary process for maintaining the usefulness of a theory (Lynham, 2002). A major goal of this research was to use the insights provided by CEOs to improve our general understanding of the major roles played by CEOs and how they generally allocate their time in various critical functions.CEOs are known for being a difficult population to research, yet this study has shown they are not inaccessible.This research was also intended to serve those responsible for identifying CEO candidates, recruiting CEOs, coaching CEOs, sustaining an organization's leadership system, and developing performance matrices for Boards of Directors who are ultimately responsible for making sure the CEO is effective and efficient.To investigate the role of CEO a survey instrument was developed based on 31 roles identified in the literature. The survey was sent to CEOs selected from a purchased database by e-mail. The study focused on three research questions with the purpose of

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Challenges to the Field of Human Resources Development

Cited by 38 publications

References 9 publications

Engaging in personal business on the job: Extending the presenteeism construct

Engaging in personal business on the job: Extending the presenteeism construct

Outcomes of Human Resource Development Interventions

The Role of Chief Executive Officer

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