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Highly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.

Data were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.

The results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.

The generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.

The study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.

By evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.

The complex world in which we reside is calling for more critical approaches to address the precarity experienced by the most marginalized in social systems. However, human resource development (HRD) lacks empirical data to describe, define and project the objectives and future directions of Critical HRD in today’s turbulent and volatile times. Therefore, the purpose of this study is to examine the historical and contemporary progression of Critical HRD, as described by nine of its most well-known scholars.

Data were collected through semistructured interviews, and a constructivist grounded theory coding approach was applied during analysis to identify themes and patterns.

The findings of this study highlight the persistent scholarship versus practice divide among Critical HRD scholars, suggesting that Critical HRD may merely be an academic undertaking and something not practiced within the public domain. The authors call for an evolution of Critical HRD toward more practice- and action-oriented approaches to scholarship and teaching so that meaningful changes can take place in actual organizations and workplaces.

To the best of the authors’ knowledge, this study was the first to empirically show that there is a real research–practice gap, particularly among Critical HRD scholars. Critical HRD scholars need to take these findings seriously as an opportunity to reflect on how they can take Critical HRD to the next level beyond academic discourse.

Saudi Arabia (SA) is amongst the few countries with a significant foreign workforce who are employed in the higher education sector. More specifically, 39% of SA's academic staff members are foreign nationals and 63% of that proportion occupy professorial positions. Drawing from a workforce localisation perspective, the study was framed as an exploration of equity and social justice amongst Saudi nationals and foreign nationals in a university work setting. The authors employ the lens of how human resource development (HRD) opportunities are administered.

Following the choice of an exploratory qualitative study, the authors employed a multi-case study approach where each of the six universities represented a unit of analysis.

The authors found that nationality differences influenced access to HRD opportunities. These differences are reinforced by practices associated with procedural processes, managerial discretion and selective restrictions in accessing HRD opportunities.

The findings have both practical and social implications, specifically for the SA government's strategic vision of developing local human capabilities.

The workforce localisation agenda within the higher education sector has both a compounding effect on local human capital and supports SA's 2030 Vision and human capital target. Nonetheless, perceived inequity and injustice in accessing HRD opportunities by foreign nationals potentially undermine morale, academic quality standards and research performance, which impacts the development of future human capital and the ‘Saudization’ goals.

The purpose of this study is to explore the human resource development (HRD) implications of perceived higher education (HEd) leadership effectiveness on academics’ quality of worklife (QWL) in the context of COVID-19. Drawing on conservation of resource theory, this study explains the mediating role of resource adequacy (RA); then this study investigates the moderating role of COVID-19-related risk perception (CRP) on the relationship between university leadership (UL) and both academics’ turnover intention (TI) and academics’ QWL.

This study used a quantitative research exploiting the pandemic experiences and perceptions survey, PEPS, to collect data from 300 academic staff in private and public HEd institutions in Lebanon. The analyses include the test of the mediating effect of RA as well as the moderated mediation effect of CRP through regressions, PROCESS and bootstrapping.

The findings suggest that by enhancing RA, effective UL positively influences the QWL and mitigate the TI in Lebanese HEd. Furthermore, this study found that CRP weakens the direct relationship of UL on RA and the indirect effect of UL on the QWL and TI via RA such that the relationships are weakened when COVID-19 risk perception was high rather than low.

The results imply that HEd HRD professionals could think of effective human resource interventions of how to maintain good working environment where academics are facilitated to acquire high level of resources which lead to improving their QWL and mitigating the negative outcome (TIs).

To the best of the authors’ knowledge, no research has been made to investigate the moderated mediation model of the “pandemic experience and leadership perceptions” (PEPS) in the HEd sector in Lebanon, addressing academics’ experiences in business schools. This study is unique because it was conducted during the utmost pandemic outbreak (mid academic year 2021) collecting data in real time. This research contributes to the HRD literature by showing empirical evidence of the relationships in the context of Lebanese HEd institutions.

This study aims to explore relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomes in three large companies in Korea.

The research was conducted via an online survey in three large firms in Korea. The sample comprised newcomers who had worked for more than six months but less than one year in these firms. The collected data were analyzed using descriptive statistics and structural equation modeling (SEM).

Derived from SEM, the study’s results confirmed a causal relationship between supervisor’s socialization behaviors and newcomer’s work outcomes, which was fully mediated by newcomer’s socialization outcomes. However, organizational commitment was observed as a mediating variable, not a moderating variable. All types of supervisors’ socialization behaviors were related to newcomers’ socialization outcomes. Providing appropriate feedback, supporting newcomers’ development and improving social relationships were most strongly related to newcomers’ socialization outcomes.

This study proposed a rationale for the potential effectiveness of supervisor socialization behavior training. Related variables such as supervisor training aspects and the effectiveness of supervisor training for newcomers’ organizational socialization could be examined further.

The study offers critical areas to consider when designing training programs focused on supervisors’ socialization behaviors. Human resource development practitioners should be aware of the importance of supervisors’ socialization behaviors for newcomers’ organizational socialization and develop a program to improve all types of supervisors’ socialization behaviors.

New areas of training and development for supervisors can be proposed to improve newcomer organizational socialization and, eventually, to enhance the work outcomes of newcomers.

Artificial intelligence (AI) is a significant game changer in human resource development (HRD). The launch of ChatGPT has accelerated its progress and amplified its impact on organizations and employees. This study aims to review and examine literature on AI in HRD, using a bibliometric approach.

This study is a bibliometric review. Scopus was used to identify studies in the field. In total, 236 papers published in the past 10 years were examined using the VOSviewer program.

The obtained results showed that most cited documents and authors are mainly from computer sciences, emphasizing machine learning over human learning. While it was expected that HRD authors and studies would have a more substantial presence, the lesser prominence suggests several interesting avenues for explorations.

This study provides insights and recommendations for researchers, managers, HRD practitioners and policymakers. Prioritizing the development of both humans and machines becomes crucial, as an exclusive focus on machines may pose a risk to the sustainability of employees' skills and long-term career prospects.

There is a dearth of bibliometric studies examining AI in HRD. Hence, this study proposes a relatively unexplored approach to examine this topic. It provides a visual and structured overview of this topic. Also, it highlights areas of research concentration and areas that are overlooked. Shedding light on the presence of more research originating from computer sciences and focusing on machine learning over human learning represent an important contribution of this study, which may foster interdisciplinary collaboration with experts from diverse fields, broadening the scope of research on technologies and learning in workplaces.

The paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business organizations that are mandated to publish business sustainability and responsibility reporting.

Data were obtained from 620 working professionals employed in the organizations listed on National Stock Exchange in India. The proposed hypotheses were tested by deploying the statistical technique of multiple regression analysis using SPSS Version-21.

The results demonstrated that overall, SR-HR practices impact OSP. More precisely, all the dimensions of SR practices are positively associated with the organization’s financial performance, environmental performance and social performance (SP). There was a relatively higher significant impact of legal-oriented human resource management (HRM) on organizational economic and ecological performance. However, in the case of SP, a substantial effect of employee-oriented HRM was found.

Study findings encourage HR practitioners to invest in SR-HR practices to build and strengthen employees’ abilities and contributing to sustainability goals.

This study is one of the few studies conducted in the Indian context that highlights the relevance of the convergence of HRM, human resource development and corporate social responsibility to realize sustainability goals.

The purpose of this paper is to research the impact of digitalization on employees' future competencies and the conditional role of human resource development (HRD) in the relationship between independent and dependent variables.

Empirical research covered 1209 enterprises from all of Slovakia, Poland and the Czech Republic. The research was conducted from 2019 to 2021. Using structural equation modeling (SEM), a theoretical model was tested and verified.

Confirmatory factor analysis has shown a good fit for the tested model. The purpose and character of our data showed a good alignment with the SEM partial least squares method, as the goal is to predict a construct. The model showed that employee-oriented digitalization positively affected the employees' future competencies, with no impact of customer-oriented digitalization treated as a control variable. Also, the moderating role of HRD has not been shown to be significant for the “digitalization – competencies” relationship.

Previous studies on the development of personnel competencies treated these competencies as antecedents of digital transformation and examined the formal role of HRD in building the competencies. The novelty of this study lies in exploring the pattern of interactions among the impact of an environment built by innovative technologies and HRD on the competencies of the future. Also, the research embedded in the environment of Poland, the Czech Republic and Slovakia has contributed to the complex understanding of the transition to digitalization, as this region has often been omitted in the field of human resource management (HRM) research focused on exploring digital transformation.

This study aims to address the reliability and construct validity of the Individual Work Performance Questionnaire (IWPQ) in a Vietnamese context. Using the IWPQ as a measurement tool, this research also examined whether demographic features (such as gender, education level, work experience and position in a company) influenced employees’ work performance.

The Vietnamese IWPQ was validated via a two-step process of factor analysis, including an exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The data collected were randomly divided into two subsamples to independently serve the EFA (n = 341) and CFA (n = 342). ANOVAs and t-tests were also used to examine the differences in individual work performance (IWP) among different demographic categories.

The results of the current study confirmed the applicability of the three-dimensional IWPQ in a Vietnamese context. In addition, they also indicated several demographic features that impacted employees’ patterns of responses to IWPQ dimensions.

This study focused on the construct validity of the IWPQ, without taking the content, face or criterion validity into consideration. Thus, future research should be conducted to yield a more comprehensive validation of the instrument, to measure the relationship between human resource development (HRD) practices and employee performance and to examine the relationship between strategic HRD and IWP and firm outcomes. In addition, the validated Vietnamese version of the IWPQ may inspire comparative studies on individual performance within and between units in an organization and among organizations and industries.

HRD practitioners can now use the validated IWPQ in the Vietnamese language to assess fluctuations in and analyze current staff performance, thereby facilitating human resource management and development. This study also offers recommendations for business leaders and HRD practitioners striving to implement strategic HRD aimed at reducing disparities in gender and between educational qualifications and job assignments at workplace, with the overarching goals of enhancing staff performance. These recommendations prove instrumental in improving staff performance, strengthening organizational efficiency and ultimately tackling the issue of low productivity in Vietnam and neighboring countries.

This study findings underscore the significance of embracing strategic HRD while taking into account individual, organizational and contextual factors that influence IWP. This approach serves to bridge current gaps related to IWP, including Vietnam’s comparatively lower productivity compared to neighboring nations, educational qualifications and role allocations within the workplace, as well as the prevailing work standards and strategic objectives.

To the best of the authors’ knowledge, this rigorously validated Vietnamese version of the IWPQ is the first of its kind in Vietnam, making a significant contribution to inclusivity initiatives and offering substantial evidence to affirm the IWPQ’s relevance across diverse contexts.

This paper aims to emphasize integrating training for organizational sustainability with the United Nation’s (UN’s) Sustainable Development Goals (SDGs). It shows how SDGs can be included in the training, development programs and incentives to promote sustainable practices. It guides organizations to set long-term sustainability objectives to stay competitive and adapt to changing conditions.

The paper conducts a review of the literature on the topic of integrating training for organizational sustainability with the SDGs. The research includes investigating the 17 SDGs and their specific areas of improvement, the benefits and challenges of integrating training for organizational sustainability with the SDGs and the best practices of organizations that have successfully integrated training for organizational sustainability with the SDGs.

The findings of this study were obtained through a systematic review of literature on the topics of human resource development, corporate social responsibility, organizational sustainability and the integration of training to promote sustainable and ethical behavior. A total of 36 articles were selected from a pool of 120 articles identified through a comprehensive search of electronic databases such as Scopus, Web of Science and Google Scholar. The selected articles were analyzed in detail, and information from the UN was also incorporated into the analysis. The review focused on examining the impact of integrating sustainability training with the SDGs on organizational sustainability. The results of this analysis suggest that integrating sustainability training with SDGs has a positive impact on organizations. This impact includes promoting sustainable practices, improving employee satisfaction and productivity, reducing environmental impact and enhancing the organization’s reputation. The study found that regular progress reviews and long-term objectives are essential for organizations to remain competitive and adapt to changes.

This paper offers a comprehensive analysis of the 17 SDGs and how they can be integrated with training for organizational sustainability. It provides practical guidance for organizations on effectively incorporating the SDGs into their training and development programs, performance evaluations and incentives. The paper also includes case studies and best practices of organizations that have successfully integrated training for organizational sustainability with the SDGs, making it an original and valuable resource for organizations looking to promote sustainable practices within their operations.