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Park, Yoonhee; Jacobs, Ronald L. – Human Resource Development Quarterly, 2011
Although the importance of workplace learning has been recognized in research and practice, there is little empirical support that describes how workplace learning, including both formal and informal learning, is linked to organizational performance. This study investigated the influence of investment in workplace learning on learning outcomes and…
Descriptors: Workplace Learning, Human Capital, Informal Education, Structural Equation Models
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Storberg-Walker, Julia; Chermack, Thomas J. – Human Resource Development Quarterly, 2007
The purpose of this article is to describe four methods for completing the conceptual development phase of theory building research for single or multiparadigm research. The four methods selected for this review are (1) Weick's method of "theorizing as disciplined imagination" (1989); (2) Whetten's method of "modeling as theorizing" (2002); (3)…
Descriptors: Concept Formation, Human Resources, Labor Force Development, Planning
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Lynham, Susan A. – Human Resource Development Quarterly, 2000
Examines what is meant by good theory and theory-building research in human resource development (HRD). Discuses core knowns and unknowns in HRD theory building. Outlines two key challenges: dealing with the researcher-practitioner relationship and recognizing the value of multiple research paradigms. (SK)
Descriptors: Human Resources, Labor Force Development, Research Utilization, Theory Practice Relationship
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Torraco, Richard J. – Human Resource Development Quarterly, 2004
Theoretical research in HRD has established itself and is now at a point where many avenues exist for further contributions to the field. But what kinds of theoretical research appear to be needed at this stage in the development of HRD? This paper identifies areas in which further research in theory and theory building might be conducted.…
Descriptors: Research Methodology, Human Resources, Theory Practice Relationship, Labor Force Development
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Hamlin, Robert G. – Human Resource Development Quarterly, 2004
Various researchers have recently challenged "contingent" models of managerial and leadership effectiveness, arguing that logic suggesting the universality of manager and supervisory leader behaviors is compelling, although there is sparse empirical evidence to support this view. A comparative study of the findings from three previous…
Descriptors: Foreign Countries, Comparative Analysis, Public Sector, Leadership Effectiveness