Exploring the Future of HRD: The First Future Search Conference for a Profession

Dewey, Jennifer D.; Carter, Teresa J.

doi:10.1177/1523422303254627

Cited by 20 publications

(14 citation statements)

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“…Although these approaches are informative in suggesting hypotheses about cause and effect-for example, that large-group interventions employ the power of group dynamics to create commitment (Dewey & Carter, 2003)-neither tests the proposed hypotheses. In particular, they provide no quantitative evidence, which, as Creswell (2003) indicated, is preferable for theory validation.…”

Section: Large-group Interventionsmentioning

confidence: 98%

Developing Social Network Propositions to Explain Large-Group Intervention Theory and Practice

Garcia

2007

Advances in Developing Human Resources

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The problem and the solution. In response to turbulent business environments, organizations are increasingly calling on the human resource development (HRD) function to facilitate organizational change.Thus, HRD professionals are looking to new forms of organization development that promise more rapid, whole-system change.One approach is large-group interventions. Although practitioners and researchers recognize the efficacy of large-group interventions, many researchers contend that the underlying theoretical mechanisms by which these interventions operate are poorly understood, resulting in a gap between research and practice that makes it difficult to say with certainty how large-group interventions operate, when they are appropriate, or how they might be integrated with other approaches.This article suggests that a social network perspective can inform our understanding of how large-group interventions work. Drawing on the social network and organizational change literature, the article develops four propositions for future empirical research. These propositions may ground large-group intervention methods in social network theory.

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Section: Large-group Interventionsmentioning

confidence: 98%

Developing Social Network Propositions to Explain Large-Group Intervention Theory and Practice

Garcia

2007

Advances in Developing Human Resources

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“…Synergy between research and practice can be created by academic institutions, professional associations, and practitioners working together (Dewey & Carter, 2003). For example, by ASTD and AHRD collaborating, consumers can access the best practice for organizations, informed by the best research (Dooley, 2004).…”

Section: Hrd Organizationsmentioning

confidence: 99%

Closing the gap between research and practice in HRD

Short¹

2006

Human Resource Dev Quarterly

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“…Another related approach is that of the Future Search process (Dewey & Carter, 2003;Weisbord & Janoff, 1999). A Future Search process is particularly effective when there are conflicts to be resolved, as in situations of a merger or a change in direction for the organization.…”

Section: Dynamic Complex Systemsmentioning

confidence: 99%

Performance Measurement and Performance Indicators

Star

Russ‐Eft

Braverman

et al. 2016

Human Resource Development Review

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Performance measurement systems (PMSs) are developed and implemented to support the accomplishment of objectives of an organization or organizational initiative. PMSs are structured to enable monitoring of performance. This monitoring is accomplished through the identification of areas of concern and success, with the ultimate goals of developing organizational capabilities and enhancing organizational learning. This article reviews the literature on performance measurement and its implementation, and proposes a model to guide the development and implementation of PMSs. The article concludes with a consideration of the broader implications of PMSs and provides recommendations for future research in PMSs with regard to human resource development. Keywords performance measurement, performance indicatorsDecades ago, performance measurement systems (PMSs) were generally undertaken to broaden an organization's accounting systems (Neely, 1999). In the 1940s and 1950s, there was a growing recognition of Japanese industries' high efficiency and success. Subsequently, Western companies sought to replicate Japanese Research Question 1: What does the literature say regarding PMSs and their creation and implementation within organizations? Research Question 2: Based on this literature, can a general model be developed for implementing PMSs? Research Question 3: Using this literature and the developed model, what are the implications for HRD research and practice? Specifically, what might be undertaken to further organizational work using PMSs?Given these questions, we offer a model for use in developing and implementing a PMS. Such a model will enable practitioners to determine appropriate interventions to aid individuals, groups, and the organization in the use of the PMS adopted by the organization. This model is followed by suggestions for HRD practitioners. We also provide recommendations for continued research on issues related to PMSs in HRD and organizational development. by guest on April 3, 2016 hrd.sagepub.com Downloaded from Star et al. Identified resources were reviewed through a multistage process. First, article abstracts were scanned and archived. Next, selected references were placed under their germane topic headings in a working outline, similar in use to a concept matrix (Webster & Watson, 2002). Complete readings were then conducted, and further screening ensued. In addition, numerous older articles were identified through the citations and reference lists of newer sources.As noted, we then synthesized the findings from this review into the creation of a model for the development of a PMS by organizations. The model emphasizes communication and systematic decision making, while recognizing the flexibility needed to be relevant across a range of organizational contexts.

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Exploring the Future of HRD: The First Future Search Conference for a Profession

Cited by 20 publications

References 1 publication

Developing Social Network Propositions to Explain Large-Group Intervention Theory and Practice

Developing Social Network Propositions to Explain Large-Group Intervention Theory and Practice

Closing the gap between research and practice in HRD

Performance Measurement and Performance Indicators

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