Career development (CD) is a multilevel topic involving both the individual and the organization and influencing outcomes at the individual, group and organization level. The established limitations in current CD theory and human resource development (HRD) theory building can be addressed by examining the topic of CD through a multilevel lens. Using multilevel theory building (MLTB) to bridge the theoretical gap between individuals and organizations, this approach to theory building provides an opportunity for HRD professionals to address goals important to both individuals and organizations. Based on the CD and HRD interests described above, the threefold purpose of this study is to develop a multilevel theory of CD as a means of strengthening the theoretical connection between CD and HRD, advancing theory building in HRD, and contributing to meaningful convergence amongst existing CD theory. A new MLTB framework is developed and subsequently used to develop a multilevel theory of CD. Finally, future research options are suggested in order to make the appropriate theory refinements, continue the dialogue about MLTB and multilevel considerations in HRD, and add to the convergence of CD theory by providing a multilevel perspective of CD.

Thesis (M.A.) - Carleton University, 2006. / Includes bibliographical references (p. 129-138). Also available in electronic format on the Internet.

No description available.

Modernization of manufacturing means updating capabilities and changing the ways in which companies organize and manage processes, produce their product, and hire, train, and retain their personnel. Often referred to as "high performance," these qualities are characterized by worker training and development, continuous improvement, ongoing information sharing, and worker discretion and autonomy. They are equally applicable to small, medium-sized, and large manufacturing firms. While many barriers exist that challenge small manufacturers to move from their traditional operations to high performance, those that are able to operate in this mode have demonstrated success. In 1988, Congress passed the Omnibus Trade and Competitiveness Act which charged the National Institute of Standards and Technology (NIST) to help smaller manufacturers adopt and apply performance-improving technologies as needed to meet the intensifying domestic and global competition in manufacturing. NIST established the Manufacturing Extension Partnership (MEP) program to create and implement a nationwide system of technical assistance centers, staffed by knowledgeable manufacturing and other business system professionals, to enable small and medium-sized manufacturers reach this goal. Each of the 78 MEP center's individuality results from its respective charter, which, in turn, reflects the needs and priorities of its stakeholders, location, and client firms. As providers of services that help small manufacturing firms become more productive in all of their functions, MEP centers can influence their client firms' evolution towards high performance, which would include a focus on training and other flexible work practices. Yet, not all of the MEP centers report that they provide technical assistance in human resource-related activities to their client firms. In fact, some of the centers report no assistance in this topic area at all. This study attempted to understand why some MEP centers do not place a high value on training and other flexible work practices as critical components of the services they provide to their client firms. I conducted qualitative case studies of three MEP centers whose inclusion of training and other flexible work practices to their client firms ranged from none to integration with all services. Applying grounded theory analysis techniques, I identified experiences, training, and organizational policies that have either enabled or discouraged these service providers from offering a comprehensive, holistic range of services to their client firms. The data yielded four constructs that are common to the three centers and explain their involvement with human resource-related activities: (1) control; (2) discrepant values and behaviors; (3) limited definitions of training and development; and (4) experiences. The four constructs formed the basis of the analyses of the three centers. The constructs also contributed to a model for identifying interventions to assist MEP centers and their staffs transition from solely technically-oriented assistance to more holistic approaches. / Ph. D.

The demand for excellent service in the hospitality industry is critical. This study evolved from the author's twenty-five years' experience within the hospitality industry where managing emotions is vital to quality customer service. This study addresses the existing literature gap of the relationship between emotional intelligence and transformational leadership. A purposeful sample of 37 human resource directors and managers within Starwood Hotels and Resorts completed Schutte's (2002) Assessing Emotional Intelligence Scale, Bass and Avolio's (2004) Multifactor Leadership Questionnaire and a demographic questionnaire. To explore the relationship of emotional intelligence and transformational leadership, the study focused on emotional intelligence and leadership competencies of transformational leadership—idealized influences, inspirational motivation, intellectual stimulation, individualized consideration. These competencies correlate closely with successful culture transformation, and the study demonstrated strong correlation. Data analyses resulted in observing a statistically significant relationship between pairs of scores to pairs of measures of leadership behaviors . The results support the research of Leban and Zulauf, 2004; Mandell and Pherwani, 2003; Sosik and Mergerian, 1999). A confluence of the data analysis and literature review of the constructs—emotional intelligence and transformative learning—yielded a preliminary conceptual model, The Transformational Leadership Pathway. The proposed conceptual model, providing a basis for future research, captures the hierarchy of transformational behaviors that may provide an instructive method to bring about culture change within service organizations. Four important recommendations for practice and research are included. One research recommendation is to replicate the study as global cross-cultural research to create better understanding of emotional intelligence and transformational leadership. Three recommendations for practice include: (a) a proposed competency model as an antecedent to transformational leadership that advances a leaders' competency in reading and interpreting social cues of followers, and adjusts behavior to align with the emotional needs of the follower, (b) adoption of ability based measures that may add to the selection process and contribute to the hiring of hospitality professionals in the workplace, and (c) consideration of replicating the study as global cross-cultural research to advance the construct of emotional intelligence contributing to transformational leadership. Additional recommendations for research and practice are included. / Ph. D.

Kompetensutveckling är en viktig del i dagens föränderliga samhälle. Syftet med studien var att undersöka chefers upplevelser kring vem och vad som styr samt driver den egna kompetensutvecklingen. Studien genomfördes med en kvalitativ metod där chefer från en kommunal organisation och en privat organisation har intervjuats och ett jämförande perspektiv mellan organisationerna har tagits i beaktande. Ett hermeneutiskt tillvägagångssätt har använts och teman identifierades utifrån chefernas upplevelser. Resultatet påvisade att den egna påverkan var den största påverkansfaktorn på chefers kompetensutveckling men att cheferna även upplevde personalens behov, HR och verksamhetens behov som betydelsefulla påverkansfaktorer. Andra utmärkande teman som uppmärksammades av cheferna som påverkansfaktorer var: den egna chefen, organisationen samt myndigheter. Ämnet kring vad som upplevs styra och driva chefers kompetensutveckling är mindre beforskat och studien bidrar till djupare förståelse och en grund för vidare forskning. / Competence development is an important part of today's changing society. The purpose of the study was to investigate managers' experiences of who and what directs and drive their competence development. The study was conducted through a qualitative method in which managers from a municipal organization and a private organization have been interviewed and a comparative perspective between the organizations has been considered. A hermeneutical approach has been used and themes were identified based on the experiences of the managers. The results showed that their own impact was the greatest factor of influence on the managers' competence development. However, they also experienced the needs of staff, HR and the business' needs as significant impact factors. Other distinctive themes that were noted by the managers as impact factors were: their own manager, the organization and the authorities. Research on what is perceived to direct and drive managers' competence development is scarce and the study contributes to deeper understanding and a foundation for further research.

O Desenvolvimento de Recursos Humanos (DRH) é um tema que se destaca pelo estudo e fomento da aprendizagem em diferentes níveis, formatos e momentos. Seus componentes principais são treinamento e desenvolvimento, desenvolvimento de carreiras e desenvolvimento organizacional. Uma de suas abordagens é o Desenvolvimento Estratégico de Recursos Humanos (DERH), que busca alinhar a aprendizagem no contexto organizacional aos objetivos estratégicos da organização. O presente estudo adotou a abordagem de DERH e orientou-se pela perspectiva de desempenho, segundo a qual, o objetivo da aprendizagem nas organizações é ajudá-las a atingir seus objetivos. Desse modo, torna-se importante avaliar a contribuição das políticas e práticas de DRH para o alcance dos resultados organizacionais. Nesse sentido, avaliar a relação entre DRH e desempenho organizacional torna-se relevante. A partir dessa breve contextualização, depreende-se o objetivo deste estudo, que foi analisar a relação estabelecida entre adoção de políticas e práticas de DRH e desempenho organizacional, investigando a atuação dos fatores contingenciais nessa relação. Esses fatores foram investigados à luz da abordagem de DERH, que tem como uma de suas características a análise do ambiente e de sua influência no modelo de DRH. Para condução da etapa empírica, foi adotada a abordagem quantitativa, utilizando-se questionário estruturado direcionado ao principal responsável pelo RH de organizações que atuam no Brasil. A amostra da pesquisa contou com 354 casos válidos. Para a análise dos dados, foram empregadas as análises fatorial exploratória e confirmatória para a constituição do sistema de DRH e a regressão logística para avaliar a relação desse sistema com o desempenho das organizações. Como resultados principais, constatou-se que a adoção de políticas e práticas de DRH explica 42,1% da variação nos valores previstos de desempenho organizacional e que a regulação do setor, o porte e o alinhamento horizontal moderam a relação entre DRH e desempenho organizacional. / Human Resource Development (HRD) is a theme that stands out for the study and promotion of learning in different levels, formats and moments. Its main components are training and development, career development and organizational development. One of its approaches is the Strategic Human Resource Development (SHRD), which seeks to align learning in the organizational context with the strategic objectives of the organization. The present study adopted the approach of SHRD and was guided by the perspective of performance, according to which, the purpose of learning in organizations is to help them achieve their goals. Thus, it is important to evaluate the contribution of HRD policies and practices to the achievement of organizational results. In this sense, evaluate the relationship between HRD and organizational performance becomes relevant. Based on this brief contextualization, the objective of this study was to analyze the relationship established between the adoption of policies and practices of HRD and organizational performance, investigating the behavior of contingency factors in this relationship. These factors were investigated in light of the SHRD approach, which has as one of its characteristics the analysis of the environment and its influence on the HRD model. In order to conduct the empirical step, the quantitative approach was adopted, using a structured questionnaire directed to the main HR manager of organizations working in Brazil. The survey sample had 354 valid cases. For the analysis of the data, we used the exploratory and confirmatory factor analysis for the constitution of the HRD system and the logistic regression to evaluate the relationship of this system with the performance of the organizations. As a main result, it was found that the adoption of HRD policies and practices explains 42.1% of the change in predicted values of organizational performance and that sector regulation, size and horizontal alignment moderate the relationship between HRD and organizational performance.

This study examines how and why organizations evaluate training and development within the organizations. The study has a qualitative approach based on semi-structured interviews, with office and organization development managers. The purpose of the study is to contribute with knowledge about how three large Swedish organizations evaluates training and development programs for staff members. Another purpose is to describe why the organizations evaluate training and development programs and to research if there is a further need to develop the organization evaluation methods. Therefore the research questions are Why and how do organizations evaluate training programs? What further need is there to develop organizations evaluation methods? The conclusion of this study shows that evaluation of the training and development programs are not a high priority among the selected organizations. Although the organizations believe that evaluation on training and development programs may exhibit legitimacy to their customers and improve future training and development programs, the selected organization chooses to focus more on developing and implementing the training programs. This results in difficulties for the organization to comprehend exactly how programs affect the organizations. Therefor proper evaluations methods could help the selected organizations to create more profitable programs.

O Desenvolvimento de Recursos Humanos (DRH) é um tema que se destaca pelo estudo e fomento da aprendizagem em diferentes níveis, formatos e momentos. Seus componentes principais são treinamento e desenvolvimento, desenvolvimento de carreiras e desenvolvimento organizacional. Uma de suas abordagens é o Desenvolvimento Estratégico de Recursos Humanos (DERH), que busca alinhar a aprendizagem no contexto organizacional aos objetivos estratégicos da organização. O presente estudo adotou a abordagem de DERH e orientou-se pela perspectiva de desempenho, segundo a qual, o objetivo da aprendizagem nas organizações é ajudá-las a atingir seus objetivos. Desse modo, torna-se importante avaliar a contribuição das políticas e práticas de DRH para o alcance dos resultados organizacionais. Nesse sentido, avaliar a relação entre DRH e desempenho organizacional torna-se relevante. A partir dessa breve contextualização, depreende-se o objetivo deste estudo, que foi analisar a relação estabelecida entre adoção de políticas e práticas de DRH e desempenho organizacional, investigando a atuação dos fatores contingenciais nessa relação. Esses fatores foram investigados à luz da abordagem de DERH, que tem como uma de suas características a análise do ambiente e de sua influência no modelo de DRH. Para condução da etapa empírica, foi adotada a abordagem quantitativa, utilizando-se questionário estruturado direcionado ao principal responsável pelo RH de organizações que atuam no Brasil. A amostra da pesquisa contou com 354 casos válidos. Para a análise dos dados, foram empregadas as análises fatorial exploratória e confirmatória para a constituição do sistema de DRH e a regressão logística para avaliar a relação desse sistema com o desempenho das organizações. Como resultados principais, constatou-se que a adoção de políticas e práticas de DRH explica 42,1% da variação nos valores previstos de desempenho organizacional e que a regulação do setor, o porte e o alinhamento horizontal moderam a relação entre DRH e desempenho organizacional. / Human Resource Development (HRD) is a theme that stands out for the study and promotion of learning in different levels, formats and moments. Its main components are training and development, career development and organizational development. One of its approaches is the Strategic Human Resource Development (SHRD), which seeks to align learning in the organizational context with the strategic objectives of the organization. The present study adopted the approach of SHRD and was guided by the perspective of performance, according to which, the purpose of learning in organizations is to help them achieve their goals. Thus, it is important to evaluate the contribution of HRD policies and practices to the achievement of organizational results. In this sense, evaluate the relationship between HRD and organizational performance becomes relevant. Based on this brief contextualization, the objective of this study was to analyze the relationship established between the adoption of policies and practices of HRD and organizational performance, investigating the behavior of contingency factors in this relationship. These factors were investigated in light of the SHRD approach, which has as one of its characteristics the analysis of the environment and its influence on the HRD model. In order to conduct the empirical step, the quantitative approach was adopted, using a structured questionnaire directed to the main HR manager of organizations working in Brazil. The survey sample had 354 valid cases. For the analysis of the data, we used the exploratory and confirmatory factor analysis for the constitution of the HRD system and the logistic regression to evaluate the relationship of this system with the performance of the organizations. As a main result, it was found that the adoption of HRD policies and practices explains 42.1% of the change in predicted values of organizational performance and that sector regulation, size and horizontal alignment moderate the relationship between HRD and organizational performance.

Introduction The main aim of the study was to explore the technical capacity of members of the 12 Sector Human Resource Development committees of the Human Resource Development Council in the management of evidence-based policymaking in the course of implementing the national and sector-specific Human Resource Development plans for all matters of national human resource development. The study set out to contribute to the urgency and growing importance of research evidence as the basis for making informed policy and practical decisions across the world. There is a significant research gap in understanding how members of the Human Resource Development committees, as policymakers in the context of this study, use research-based evidence in the course of developing Human Resource Development plans. There is limited understanding of the factors that may induce or constrain members of the committees to use research-based evidence in implementing the national and sector-specific Human Resource Development plans. Methodology The study adopted an exploratory, sequential, inductive mixed methods approach in addition to the deductive use of the Canadian Institutes of Health Research (CIHR) knowledge-to-action framework. The target participants for the study were the members of the 12 Sector Human Resource Development committees of the Human Resource Development Council who were asked to complete a questionnaire. The questionnaire elicited respondents’ perceptions about their capacity to adapt knowledge generated; identify inhibiting/ facilitating factors; assess and approve research evidence and sustainable use of research evidence. Qualitative data was collected through conducting interviews with the chairpersons of the committees. The scope of the in-depth interview questions covered respondents’ perceptions on the same key areas as in the questionnaire. This was to allow respondents to express their feelings during the in-depth discussions without any limitations. Findings The insights based on the perceptions of chairpersons and members of the committees in this current study have revealed the areas for possible improvement in managing evidence-based policies in the context of Botswana. Issues that emerged with respect to the perceptions of respondents to adaptation of research evidence included packaging and presenting research evidence; lengthy reports and use of complex language; lack of understanding of the policymaking context by researchers, and inversely, policymakers not understanding the research process; lack of collaboration and engagement between researchers and policymakers; and lack of implementation plans. Issues that related to the perceptions of respondents on factors that may inhibit or facilitate the use of research evidence entailed positive attitude towards evidence-based policies; development of policy briefs; difficulty in accessing research articles, databases and journals; building policymakers’ ability to search for relevant research evidence; insufficient time to read and evaluate research articles; lack of organisational support; and authority and decision-making power. Concerning respondents’ perceptions on assessing and approving research evidence, issues raised covered skills in interpreting the research evidence; policymakers being generalists; lack of appraisal criteria and guidelines; and training on appraising research evidence being more theoretical than practical. As for the strategic interventions suggested to sustain evidence-based policies, respondents highlighted the need for skills development for both researchers and policymakers; participation of policymakers in the research process; and provision of incentive schemes. Conclusions In conclusion, the findings of the current study show that all the sub-constructs of adaptation of research evidence, factors inhibiting or facilitating the use of research evidence, and assessing and approving the quality of research evidence are significantly and positively related to research evidence informing policy and practice. Overall, the insights emerging from this current study provide conceptual tools to use research evidence to inform policy and practice. The study sought to complement and advance the literature on the field of evidence-based policy management, essentially contributing to the research-policy interface in Botswana context. Botswana, as an emerging economy, is still grappling with understanding the dynamics of evidence-based policy management. There is still a need to initiate, develop and sustain evidence-based policy management through strategic interventions. The insights gained from the current study can be used as a basis for future research. / Educational Management and Leadership / Ph. D. (Educational Leadership and Management)