Browsing by Subject "HRD"
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Item A crossfield literature review of the HIV and AIDS impacts on the Ugandan workforce through the HRD lens(Texas A&M University, 2005-02-17) Howard, Debra MayesThis study performed a literature review of five crossfields (economic, educational, medical, political, and socio-cultural) utilizing human resource development (HRD) models, tools, definitions, and theories to understand how the findings of HIV and AIDS impacts on Uganda can be managed with HRD importance to improve the workforce and decrease HIV and AIDS incidence and prevalence. The study concerns Uganda?s (1) HIV and AIDS history, (2) workforce demographics, (3) decentralized government for diffusion capabilities, (4) AIDS fundings, international nongovernmental organizations (INGOs), and their effectiveness, and (5) utilization of change agents to overcoming socio-cultural barriers in the prevention and treatment of HIV and AIDS. Human Resource Development (HRD) theories examined are Lewin Field Theory involving leadership identification characteristics as they interact with the group dynamics in force fields, Nadler?s Hierarchal Order for Training and Development, and Organizational Development in Systems, Swanson?s Systems Ringland, and Shoemaker?s Performance Improvement Performance Needs Model, Swanson and Holton?s Basic Human Resource Development Model, Kuhn?s use of paradigms, Dubin?s Theory Building Model, and The Body of Knowledge Model. Findings indicate ten major areas where the workforce could be improved and decreases in HIV and AIDS incidence and prevalence could occur. These areas are: (1) overcoming socio-cultural stigmas, (2) increased verifiable HIV testing and treatment, (3) HRD instructions, strategies, tools, and skills for training and development, organizational development, and cultural sensitivity for Westerners; (4) evaluation tools for measuring INGO activities: accountability needed, (5) implementation of the ABC Program transnationally, (6) advocacy for maintaining philanthropy, (7) building of infrastructures and schools - increasing teachers, managers, and engineers and apprenticeships, 8) empowering women and orphans with skills and education, (9) partnering resources and decision making amongst stakeholders and (10) outlining areas for further research.Item Achieving HR-Firm Performance Linkage through Organizational Strategy Implementation: Qualitative Case Studies of Four U.S. Based Firms(2012-02-14) Alagaraja, MeeraSeveral empirical studies have investigated and established the effect of HR practices and systems on organizational performance. However, there has been little or no focus on the effect of the HR function on organizational performance in both human resource development (HRD) and human resource management (HRM) literature. The term human resource development and management (HRM&D) is utilized to represent scholarly and pragmatic considerations of both fields in representing the HR function. This study elaborates on ways in which organizations achieve the HR-firm performance linkage using the resource-based view of the firm as a theoretical framework. In order to do so, the study examined HRM&D function involvement in lean and quality strategy (LQS) implementation in four U.S. based distribution companies. A qualitative case study approach was utilized to answer the following research issues: 1) the role; 2) the extent of HRM&D involvement in LQS implementation and; 3) the effect on organizational performance. A total of 51 executives participated in the study. Qualitative analysis of data using the constant comparative method helped in understanding the distinctive ways firms achieved the HRM&D-firm performance linkage. Five interrelated components are macro-conditions, strategy (LQS), structure, cross functional performance, and organizational performance affecting HRM&D involvement in LQS implementation. The results suggest that organizations leverage external and internal resources for sustaining competitive advantage, thereby enhancing organizational performance. Further, it was found that the extent of HRM&D involvement in LQS was dependent on functional engagement between the Operations and HRM&D functions. Finally, based on empirical data gathered and verification, the following results emerged: (1) three distinctive levels of cross functional performance; interactions, alignment and integration between Operations and HRM&D illustrated the manner in which HRM&D functions are utilized by organizations espousing LQS; (2) stronger HRM&D-firm performance linkages are created by socially complex relationships influenced by environment and internal factors such as leadership, culture, strategy and structure, (3) strategic relevance of the HRM&D role increased involvement in organizational strategy implementation and, (4) potential resource based advantages for HRM&D function in achieving business partner status were isolated. The implications of the study are outlined.Item Chief executive officers: their mentoring relationships(Texas A&M University, 2005-02-17) Rosser, Manda HaysThe majority of mentoring research has explored mentoring from the vantage point of prot?g? perceptions, reactions, experiences, and development (Wanberg et al. 2003; Kram, 1988). Participants in mentoring studies have commonly been employees, college students, or mid-level managers. Little is known regarding the impact of mentoring roles in relation to top executives who are, over the span of their careers, likely to participate in developmental relationships as both mentor and prot?g?. In fact, accessing people who are active CEOs has been extremely problematic for a majority of interested researchers (Thomas, 1995). Limited research on mentoring and especially that on CEOs is used to inform the current Human Resource Development (HRD) scholarship and practice. The current study will inform HRD and provide insight into how mentoring relationships can be used to develop individuals in organizations. Key findings from this study were reported from a qualitative study (Moustakas, 1994) involving twelve CEOs of large for-profit US corporations who detailed their experiences as both mentors and prot?g?s. Emerging themes from the larger study overlap, in part, with key mentoring functions as identified by Kram (1988). In addition to reinforcing and informing the work of Kram (1988), key CEOs provided insight regarding their experiences in long-term (several years or more) mentoring relationships. The combined themes resulted in a framework demonstrating the development of mentoring relationships. In addition to a general discussion of a mentoring framework, I focused the study primarily on CEO perceptions regarding the impact of their mentoring related experiences on 1) how their mentors have impacted their development; 2) how they mentor others; and 3) the relational elements in mentoring relationships. Because a rarely assessed population was studied, scholars and practitioners in HRD will gain a unique understanding and greater insight into how mentoring relationships develop professionals, particularly CEOs.Item HRD and its critical factors according to practitioners in the training division of Telkom Indonesia(Texas A&M University, 2004-09-30) SiswoThis study of an Indonesian company, Telkom Indonesia, identifies how human resource development (HRD) practitioners view or define HRD, what factors they consider critical for HRD practice, and specific issues related to training. Interviews with 20 practitioners in the company's Training Division were used as the primary vehicle for gathering information, while observations and documents supplemented the interviews. The practitioners essentially equate HRD with training and development (T&D), but the company's practice reflects the presence of considerable attention not only to training and development but also to organization development (OD) and career development (CD). The practitioners' comments about critical factors for HRD can be categorized into four broad groups: corporate, workplace, supplier, and internal; and the company's training interventions are classified into three major clusters: telecommunications technology, business management, and leadership. This study also underscores the presence of some forces that lead HRD practice to stick around the training area and some other forces that promote a movement toward a more strategic HRD orientation.Item White Corporate Trainers in Racially Diverse Organizations: The Role of Racial Identity Development in the Creation of Culturally Responsive Learning Environments(2013-07-24) Friday, Alicia ReneeThis study explored the racial identity development of White corporate trainers who deliver training in racially diverse organizations. The purpose of this study was to acquire an understanding about the various factors that affect the racial identity development of White trainers as well as to distinguish ways in which racially diverse organizations support the creation of culturally responsive training. The study sought to identify aspects that affect White trainers? identity and the role of the organizations in defining, or impacting, competencies related to culturally responsive training. A basic qualitative design guided the study and data was collected through two face-to-face interviews and a written reflection in response to their own completed interview transcripts. The participants included six White females and one male and were employed in organizations in the areas of oil and gas, real estate, retail, and consulting. The participants were identified by their connection to Texas A&M University students and faculty, the Academy of Human Resource Development, or the American Society for Training and Development. The findings of the study indicated that White corporate trainers develop their racial identity through a variety of experiences in their personal and professional environments. The White trainers? perceptions of racial identity were impacted through environmental influences and their construction of Whiteness. Their racial consciousness was further developed through their work within racially diverse organizations and cultural diversity within the training environment exposed the trainers to their weaknesses and areas for growth. The process of becoming more culturally responsive trainers was a constant evolution that took place through self-reflection and the acknowledgment of race as an important component related to identity and their work.