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"Carbery, Ronan"
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Handbook of international human resource development : context, processes and people
This comprehensive handbook sets out the nature and scope of International Human Resource Development (IHRD) to advance our understanding of research and practice in the field. Drawing on expertise from a global team representing some of the field's most distinguished researchers, the handbook explores a range of contextual, process, and people development practice issues impacting IHRD research and practice.
Book
Mapping talent development: definition, scope and architecture
Purpose - The purpose of this paper is to explore the concept of talent development, define its scope and identify the issues involved in formulating talent development strategies in organisations.Design methodology approach - The paper reviews the relatively scant and fragmented literature on talent development processes.Findings - The literature review revealed that talent development is usually discussed as part of a wider talent management process. The literature highlights issues concerning who is the talent to be developed, what competencies should be developed, who drives development, what is the appropriate pace of development and what is the architecture to support the development.Research limitations implications - The paper is solely theoretical in nature; however, it does identify gaps for further research.Practice implications - The paper raises a number of important questions that should be considered by organisations when they engage in talent development.Originality value - The paper contributes to a perceived gap in the literature and highlights the issues that come within the terrain of talent development.
Journal Article
Innovation and human resource development (HRD)
Purpose
– The purpose of this paper is to provide a prologue to the issue of human resource development (HRD) and innovation which has been under-researched despite the widespread recognition of the critical role of innovation for sustained national, regional and organisational competitiveness.
Design/methodology/approach
– The paper provides an overview of the evolution of innovation within the economic and management literatures. It then examines previous work on human resource management (HRM), HRD and innovation. The paper then provides a brief overview of the articles for this issue focussing on HRD and innovation.
Findings
– HRD interventions can positively contribute to organisation
'
s innovation activities. HRD is also found to positively influence employee engagement, leadership, manager
'
s motivation to learn, the promotion of a learning culture, and social capital development all of which are positively associated with innovation. Informal HRD and access to mentors and coaches is shown to be critical for innovation in SMEs.
Originality/value
– This paper provides an introduction to this special issue on HRD and innovation. It shows that this has been an under-researched area and it also emphasises that HRD and its relationship with innovation must be analysed within the context of the organisation
'
s culture, its context, and its leadership capabilities. The four conceptual contributions provide a rich road map for future research on HRD and innovation.
Journal Article
Inter-brand career mobility: a study of general manager perceptions and implications for talent management
Purpose
This study aims to examine how career mobility in the hotel industry shapes individuals’ careers toward general manager roles.
Design/methodology/approach
In this exploratory qualitative research, the authors draw on 45 interviews with general managers from 16 countries. Using abductive reasoning and thematic analysis, the authors adopt a career mobility lens.
Findings
Evolving openness toward career mobility and structural transformation in the industry are catalysts for inter-brand mobility. The authors identify constraints on and enablers of inter-brand mobility. Specifically, the study findings highlight low perceived permeability in upward mobility from four-star to five-star hotels.
Practical implications
Organizations should adopt a talent management culture, working toward reducing constraints on inter-brand mobility. This entails changing long-held, archaic perceptions and investing in employees’ transferable skills.
Originality/value
The authors conceptualize and highlight a novel form of career mobility – inter-brand mobility – which differs from traditional organizational and geographical forms of mobility. Further, the authors add to the discourse on the boundaries of career mobility, theorizing the complexities of inter-brand mobility in the hospitality context.
Journal Article
Managing intentionally created communities of practice for knowledge sourcing across organisational boundaries
Purpose: The purpose of this article is to explore strategies used by communities of practice (CoPs) managers when managing intentionally created CoPs. Design/methodology/approach: Four intentionally created CoPs in Ireland are explored, using a qualitative research design with data from observation, interviews and analysis of documents. Findings: The study identified a number of specific strategies CoP managers use to develop trust, facilitate collaboration, facilitate the negotiation of shared meaning and manage power issues within the CoP. These strategies were shared by the four managers who participated in the study. Research limitations/implications: The study is based on a small sample of managers in Ireland. The context and process imposed constraints and the findings are context specific which implications for the application of findings to other CoPs. Originality/value: The study highlights the concept of CoP is not confined to traditional understandings but includes intentionally created highly structured time-bound groupings of individuals who work in a collaborative manner to share knowledge. The paper offers learning from CoP managers and highlights the practical implications of their experiences.
Journal Article
Advancing HRD Theory
It was assumed until recently that the majority of research within the field of HRD was informed by a positivist paradigm however this is no longer the case. There is increasing evidence of the use of more diverse methodological approaches. The European Journal of Training and Development has for a considerable period of time encouraged diversity in HRD research and published theoretical, review papers and empirical contributions that utilise positivist, interpretivist, critical realist and critical methodologies and perspectives. HRD as an academic discipline continues to evolve and to gain a foothold within the broader fields of HRM, Education and Organisation Behaviour. This special issue presents new perspectives and addresses the current state of specific sub-fields within HRD.
eBook
L&D professionals in organisations: much ambition, unfilled promise
Purpose
This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness.
Design/methodology/approach
The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30).
Findings
The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise.
Originality/value
This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.
Journal Article
Sustainability, corporate social responsibility and HRD
Purpose
– The purpose of this paper is to provide a prologue to the issue of sustainability, corporate social responsibility (CSR) and human resource development (HRD). Although issues of sustainability and CSR have become an important topic of research, there are few studies on this topic in the field of HRD. To address this gap, we edited a special issue of European Journal of Training and Development that explicitly focuses attention on sustainability and CSR issues in HRD.
Design/methodology/approach
– The paper provides an overview of the conceptualisation of sustainability and CSR and their relevance for the concept of sustainable HRD. We then outline the contributions of the authors of the six papers that make up the special issue.
Findings
– There are issues related to the conceptualisation and measurement of sustainability, CSR and sustainable HRD. The role that HRD plays in contributing to sustainability and CSR in organisations is not well understood.
Originality/value
– The paper introduces the special issue on sustainability, CSR and HRD. It shows that this is an under-researched area. However, we propose that a focus on sustainability and CSR will serve to advance the field of HRD and contribute to enhancing practices within organisations.
Journal Article
Human resource development in Mauritius
Cover -- EDITORIAL ADVISORY BOARD -- Human resource development in Mauritius: context, challenges and opportunities -- Is Mauritius ready to become the HRD leader in Africa? -- Barriers to employee training in small and medium sized enterprises -- Does human capital contribute to economic growth in Mauritius? -- The empowering of public sector officers in the Mauritian public sector in the context of reforms
eBook
A review of international HRD: incorporating a global HRD construct
Purpose - The aim of this paper is to review published conceptual and research papers within the field of international, comparative and cross-cultural HRD.Design methodology approach - The paper's approach is a targeted literature review focusing on papers within the mainstream HRD journals, as well as a small number of non HRD journals.Findings - The literature review revealed that international, comparative and cross-cultural HRD is an emerging subfield of study. In general the authors were able to categorise the literatures into the three trajectories specified. However, they noted contradictions and confusions within the literature.Research limitations implications - The paper is solely theoretical in nature; however, it does identify gaps for further research. The authors highlight specific research questions within each trajectory as well as proposing a global HRD construct.Originality value - The paper is particularly valuable to scholars interested in theorising and researching international, comparative and cross-cultural HRD. It sets the scene for the special issue on the three trajectories, and identifies possible avenues for future theorising and research.
Journal Article