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Article
Publication date: 5 December 2019

Thomas N. Garavan, Sinead Heneghan, Fergal O’Brien, Claire Gubbins, Yanqing Lai, Ronan Carbery, James Duggan, Ronnie Lannon, Maura Sheehan and Kirsteen Grant

This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including…

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1471

Abstract

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.

Details

European Journal of Training and Development, vol. 44 no. 1
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 29 April 2014

Thomas N. Garavan and Ronan Carbery

The purpose of this paper is to set the context for the five papers in this issue that propose new perspectives and/or address the current state of specific sub-fields…

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1055

Abstract

Purpose

The purpose of this paper is to set the context for the five papers in this issue that propose new perspectives and/or address the current state of specific sub-fields within Human Resource Development (HRD).

Design/methodology/approach

The approach consists of an overview of the development of the field from the perspective of research topics, theoretical perspectives and methodological approaches.

Findings

HRD as an academic discipline continues to evolve and gain a foothold within the broader fields of Human Resource Management (HRM), Education and Organisation Behaviour.

Originality/value

The five papers presented in this issue identify interesting research questions and challenges for HRD as a field of research and practice.

Details

European Journal of Training and Development, vol. 38 no. 4
Type: Research Article
ISSN: 2046-9012

Keywords

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Article
Publication date: 6 April 2012

Thomas N. Garavan and Ronan Carbery

The aim of this paper is to review published conceptual and research papers within the field of international, comparative and cross‐cultural HRD.

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4036

Abstract

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.

Details

European Journal of Training and Development, vol. 36 no. 2/3
Type: Research Article
ISSN: 2046-9012

Keywords

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Article
Publication date: 26 September 2008

Thomas N. Garavan, John P. Wilson, Christine Cross, Ronan Carbery, Inga Sieben, Andries de Grip, Christer Strandberg, Claire Gubbins, Valerie Shanahan, Carole Hogan, Martin McCracken and Norma Heaton

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It…

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7767

Abstract

Purpose

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

Design/methodology/approach

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

Findings

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

Originality/value

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

Details

Journal of European Industrial Training, vol. 32 no. 8/9
Type: Research Article
ISSN: 0309-0590

Keywords

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Article
Publication date: 27 January 2012

Thomas N. Garavan, Ronan Carbery and Andrew Rock

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…

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13531

Abstract

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.

Details

European Journal of Training and Development, vol. 36 no. 1
Type: Research Article
ISSN: 2046-9012

Keywords

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Article
Publication date: 27 May 2014

Maura Sheehan, Thomas N. Garavan and Ronan Carbery

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…

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4090

Abstract

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.

Details

European Journal of Training and Development, vol. 38 no. 5
Type: Research Article
ISSN: 2046-9012

Keywords

Content available
Article
Publication date: 8 May 2009

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426

Abstract

Details

Journal of European Industrial Training, vol. 33 no. 4
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 August 2005

Ronan Carbery and Thomas N. Garavan

This article sets out to look at how employees who have survived an organisational downsizing and restructuring process adjust to meet the dynamics of the organisation…

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8616

Abstract

Purpose

This article sets out to look at how employees who have survived an organisational downsizing and restructuring process adjust to meet the dynamics of the organisation, develop new skills and competencies, and the extent to which they take on new roles in the organisation.

Design/methodology/approach

Collects accounts from managers, focusing on exploring the skills and competencies that survivors had to develop, and the attitudes they had to embrace in respect of learning and employment. Explores issues relating to the employability of professional employees and their motivation to learning and willingness to participate in learning that was more tacit and non‐formal in nature.

Findings

Provides information in respect of learning processes and responsibilities. Highlights the onus on individuals to take responsibility for their own learning needs and initiate training and development needs. Suggests that self‐development skills were of particular importance in making the transition.

Research limitations/implications

Generalisabilty of the findings is rendered difficult due to the small sample size and lack of access to archival organisational material.

Originality/value

Addresses a gap in the extant literature on the skill and competency issues that arise from strategic and structural transformation and change, in particular from the perspective of managerial and professional employees. Identifies the risks involved in making individuals responsible for their own learning.

Details

Journal of European Industrial Training, vol. 29 no. 6
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 29 April 2014

Stephen Gibb and Mhairi Wallace

The purpose of this paper was to test and explore alignment theory as a guiding principle for human resource development (HRD) by performing an empirical study. HRD…

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1152

Abstract

Purpose

The purpose of this paper was to test and explore alignment theory as a guiding principle for human resource development (HRD) by performing an empirical study. HRD scholars, professionals and others have adopted or assumed alignment theory to help explain HRD effectiveness.

Design/methodology/approach

Constructs to measure an organisation’s strategic priorities and its HRD practices. A measure of HRD effectiveness was developed. A survey gathered data from 270 employees, managers and HRD staff in a sample of 76 organisations.

Findings

The results show that HRD effectiveness does not vary with alignment as predicted. Forms of partial alignment, or the relations of an “odd couple”, are more strongly associated with HRD effectiveness than high alignment.

Research limitations/implications

The use and integration of both normative measures (Likert scale) and ipsative measures (ranking) is necessary to capture alignment, but this limits the inferential statistics available to test validity and reliability. Qualitative data on case studies would be useful to explore alignment issues in context and depth.

Practical implications

Stakeholders in organisations can use the “odd couple” interpretation of alignment as a fresh way to review and explore the opportunities and challenges of managing HRD effectiveness in an era where a narrowing and retrenchment of provisions is occurring and increasing.

Originality/value

This study provides evidence which raises questions about alignment theory and policies intended to increase alignment. It suggests in the case of HRD, an alternative perspective that validates partial alignment can support effective HRD provisions.

Details

European Journal of Training and Development, vol. 38 no. 4
Type: Research Article
ISSN: 2046-9012

Keywords

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Article
Publication date: 6 April 2012

Roziah Mohd Rasdi, Thomas N. Garavan and Maimunah Ismail

The purpose of this paper is to investigate how managerial level moderates the relationships between networking behaviours and career success (objective and subjective) in…

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1301

Abstract

Purpose

The purpose of this paper is to investigate how managerial level moderates the relationships between networking behaviours and career success (objective and subjective) in the context of a public sector organisation in Malaysia.

Design/methodology/approach

The study utilised a cross‐sectional design and investigated these relationships indicated on a sample of 288 managers from the Malaysian public sector.

Findings

The study found that increasing internal visibility was related to monthly income and subjective career success. Managerial level moderated the relationships between some types of networking and objective career success.

Research limitations/implications

The study was cross‐sectional in nature and involved a sample of managers from public sector organisations. However, there is scope to longitudinally investigate the impact of specific networking behaviours on both objective and subjective career success.

Practical implications

The study findings highlight the advantages that senior managers have in respect of networking opportunities and the importance of particular types of networking objective and subjective career success.

Originality/value

The study findings extend the knowledge of the value of networking and demonstrate that the relationships found in Western organisations also are true in Asian organisations and cultures and in public as well as private sector organisations.

Details

European Journal of Training and Development, vol. 36 no. 2/3
Type: Research Article
ISSN: 2046-9012

Keywords

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