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1 – 10 of 386
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 multinational…

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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

Keywords

Article
Publication date: 1 June 1991

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000219. When citing the…

4478

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000219. When citing the article, please cite: Thomas N. Garavan, (1991), “Strategic Human Resource Development”, Journal of European Industrial Training, Vol. 15 Iss: 1.

Details

International Journal of Manpower, vol. 12 no. 6
Type: Research Article
ISSN: 0143-7720

Article
Publication date: 1 July 1998

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13620439710173652. When citing the…

3278

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13620439710173652. When citing the article, please cite: Thomas N. Garavan, Michael Morley, (1997), “Graduate assessment centres: an empirical investigation of effectiveness”, Career Development International, Vol. 2 Iss: 4, pp. 160 - 172.

Details

Education + Training, vol. 40 no. 5
Type: Research Article
ISSN: 0040-0912

Article
Publication date: 8 May 2024

Thomas N. Garavan, Colette Darcy and Laura Lee Bierema

This article introduces the special issue of Learning and Development in Highly-Dynamic VUCA Contexts. The issue reviews the concept of VUCA (volatility, uncertainty, complexity…

Abstract

Purpose

This article introduces the special issue of Learning and Development in Highly-Dynamic VUCA Contexts. The issue reviews the concept of VUCA (volatility, uncertainty, complexity and ambiguity), highlights its implications for the learning and development function and argues that learning and development play a critical role in helping organisations, people and the societal context in which they operate to work within and navigate VUCA contexts.

Design/methodology/approach

The contributions to this special issue propose a novel learning and development framework that will inform L&D as the provision of training, learning and development activities in organisations within highly dynamic VUCA contexts and ensuring a strong external focus including organisational, people, community, economic and societal sustainability.

Findings

We, the authors, propose seven features of a strategic sustainability L&D function and L&D professional role that are a fit with highly dynamic VUCA contexts.

Practical implications

The proposed framework has important implications for the way in which L&D is structured, its key priorities and plans and the competencies of L&D professionals to add value to all stakeholders. We also emphasise that the work on the L&D function in highly dynamic VUCA contexts needs to be broader and move beyond a performance orientation.

Originality/value

The proposed strategic sustainability role for the L&D function expands theoretically our understanding of how L&D can have impacts at the nexus of the organisation and highly dynamic VUCA contexts, in addition to broadening the constellation of stakeholders that it potentially enhances.

Details

Personnel Review, vol. 53 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

Abstract

Details

European Journal of Training and Development, vol. 46 no. 9
Type: Research Article
ISSN: 2046-9012

Article
Publication date: 11 May 2020

Sally Smith, Thomas N. Garavan, Anne Munro, Elaine Ramsey, Colin F. Smith and Alison Varey

The purpose of this study is to explore the role of professional and leader identity and the maintenance of identity, through identity work as IT professionals transitioned to a…

Abstract

Purpose

The purpose of this study is to explore the role of professional and leader identity and the maintenance of identity, through identity work as IT professionals transitioned to a permanent hybrid role. This study therefore contributes to the under-researched area of permanent transition to a hybrid role in the context of IT, where there is a requirement to enact both the professional and leader roles together.

Design/methodology/approach

The study utilised a longitudinal design and two qualitative methods (interviews and reflective diaries) to gather data from 17 IT professionals transitioning to hybrid roles.

Findings

The study findings reveal that IT professionals engage in an ongoing process of reconciliation of professional and leader identity as they transition to a permanent hybrid role, and they construct hybrid professional–leader identities while continuing to value their professional identity. They experience professional–leader identity conflict resulting from reluctance to reconcile both professional and leader identities. They used both integration and differentiation identity work tactics to ameliorate these tensions.

Originality/value

The longitudinal study design, the qualitative approaches used and the unique context of the participants provide a dynamic and deep understanding of the challenges involved in performing hybrid roles in the context of IT.

Details

Information Technology & People, vol. 34 no. 2
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 7 December 2022

Thomas N. Garavan, Corina Sheerin, Serge Koukpaki, Fergal O'Brien, Rola Chami-Malaeb, Cliodhna MacKenzie and Joan Buckley

The purpose of this longitudinal study is to qualitatively investigate the role of the general managers (GMs) and senior managers (SMs) in strategic talent management (STM) in…

Abstract

Purpose

The purpose of this longitudinal study is to qualitatively investigate the role of the general managers (GMs) and senior managers (SMs) in strategic talent management (STM) in hotels during COVID-19. Using upper echelon theory and the dynamic attention-based view, this paper explores the role of upper echelon theory cognitive characteristics (orientation towards STM and decision-making approach) and three dynamic attention-based view attention dimensions (communication, resource attention to the HR function and new configurations of STM) in influencing STM.

Design/methodology/approach

This study uses semi-structured interviews with hotel GMs and SMs at two time points over the duration of COVID-19 in six hotels (family-owned, boutique and international hotel chain) located in Ireland, the UK, Germany, Singapore and India.

Findings

The findings of this study reveal that GMs and SMs across the different hotels differed in their orientation towards STM and their decision-making approaches and this influenced cognitive and resource attention to STM. GMs and SMs remained cognitively attentive to STM through their communications around STM, and they revealed resource attention through resources to the HR function and new configurations of STM practices during COVID-19. The authors identify three distinct configurations of STM practices in operation in hotels during COVID-19.

Practical implications

This study’s findings reveal important practice implications in that GMs and SMs have a key role to play in the implementation of STM and the need to reconfigure how STM is undertaken during the crisis. This contrasts with the more espoused role suggested for these talent actors in the literature.

Originality/value

The authors used a longitudinal qualitative research design to surface the dynamic role of GMs’ and SMs’ cognitive and resource attention to STM in hotels during COVID-19 and the key role that orientation towards STM and decision-making approach affected both cognitive and resource attention dimensions.

Details

International Journal of Contemporary Hospitality Management, vol. 35 no. 8
Type: Research Article
ISSN: 0959-6119

Keywords

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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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

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 in…

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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

Article
Publication date: 7 April 2022

Nathalia Christiani Tjandra, Thomas N. Garavan, Lukman Aroean and Yayi Suryo Prabandari

The authors explore the metaphors people from Indonesia use to describe their propriety beliefs about the ethical legitimacy of tobacco advertising, promotion and sponsorship…

Abstract

Purpose

The authors explore the metaphors people from Indonesia use to describe their propriety beliefs about the ethical legitimacy of tobacco advertising, promotion and sponsorship (TAPS). This paper aims to understand why there is a consensus of propriety beliefs about the ethical legitimacy of TAPS in the face of increased government regulations and international criticism of such marketing practices.

Design/methodology/approach

The data were collected from 71 study participants using both focus groups and in-depth photo-elicitation interviews.

Findings

The participants use three sets of metaphors to describe propriety beliefs. First, participants used metaphors that described the centrality of TAPS and smoking in Indonesian society. Second, they used metaphors that described TAPS regulations and regulators and third, they used metaphors that described the activities of tobacco firms. Participants’ photographs revealed strong collective validity of TAPS within Indonesia and strong propriety beliefs consensus.

Research limitations/implications

This study is one of the first to integrate legitimacy-as-perception theory and the ecological systems framework to gain a multilevel insight into the TAPS activities are perceived as legitimate and, therefore, not unethical.

Practical implications

The findings have important implications for tobacco control regulators who wish to curtail TAPS in a country where all levels of the ecological system reinforce their collective validity. Policy and regulative initiatives must, therefore, be used in a systemic way to change this collective validity.

Originality/value

To the best of the authors’ knowledge, this study is one of the first to use a legitimacy perspective to understand the ethical legitimacy of TAPS in marketing literature. It is also the first, to the best of the authors’ knowledge, to use the three legitimacy-as-perception constructs: propriety beliefs, collective validity and consensus of propriety beliefs. The authors show that despite increased government regulations and international disapproval, TAPS continues to be considered ethically legitimate in Indonesia.

1 – 10 of 386