Human Resource Development Quarterly 

About: Human Resource Development Quarterly is an academic journal published by Wiley-Blackwell. The journal publishes majorly in the area(s): Organizational commitment & Transfer of training. It has an ISSN identifier of 1044-8004. Over the lifetime, 1129 publications have been published receiving 49287 citations. The journal is also known as: HRDQ.

Meta-Analysis of the Impact of Positive Psychological Capital on Employee Attitudes, Behaviors, and Performance.

Abstract: The positive core construct of psychological capital (or simply PsyCap), consisting of the psychological resources of hope, efficacy, resilience, and optimism, has recently been demonstrated to be open to human resource development (HRD) and performance management. The research stream on PsyCap has now grown to the point that a quantitative summary analysis of its impact on employee attitudes, behaviors, and especially performance is needed. The present meta-analysis included 51 independent samples (representing a total of N � 12,567 employees) that met the inclusion criteria. The results indicated the expected significant positive relationships between PsyCap and desirable employee attitudes (job satisfaction, organizational commitment, psychological well-being), desirable employee behaviors (citizenship), and multiple measures of performance (self, supervisor evaluations, and objective). There was also a significant negative relationship between PsyCap and undesirable employee attitudes (cynicism, turnover intentions, job stress, and anxiety) and undesirable employee behaviors (deviance). A sub-analysis found no major differences between the types of performance measures used (i.e., between self, subjective, and objective). Finally, the analysis of moderators revealed the relationship between PsyCap and employee outcomes were strongest in studies conducted in the United States and in the service sector. These results provide a strong evidence-based recommendation for the use of PsyCap in HRD and performance programs. Theoretical contributions, future research directions, and practical guidelines for HRD conclude the article.

The flawed four-level evaluation model

Abstract: The lack of research to develop further a theory of evaluation is aglaring shortcoming for human resource development (HRD). In this paper, 1 argue that the four-level system of training evaluation is really a taxonomy of outcomes and is flawed as an evaluation model Research is needed to develop a fully specified and researchable evaluation model. Such a model needs to specify outcomes correctly, account for the effects of intervening variables that affect outcomes, and indicate causal relationships. I propose a new model based on existing research and accounts for the impact of the primary intervening variables such as motivation to learn, trainability, job attitudes, personal characteristics, and transfer of training conditions. A new role for participant reactions is specified. Key studies supporting the model are reviewed and a research agenda proposed.

The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention

Abstract: Although organizational learning theory and practice have been clarified by practitioners and scholars over the past several years, there is much to be explored regarding interactions between organizational learning culture and employee learning and performance outcomes. This study examined the relationship of organizational learning culture, job satisfaction, and organizational outcome variables with a sample of information technology (IT) employees in the United States. It found that learning organizational culture is associated with IT employee job satisfaction and motivation to transfer learning. Turnover intention was found to be negatively influenced by organizational learning culture and job satisfaction. Suggestions for future study of learning organizational culture in association with job satisfaction and performance-related outcomes are discussed. With the current expansion of the global economy and the fast-changing evolution of technology and innovation, organizations are facing an ongoing need for employee learning and development. As knowledge increasingly becomes a key factor for productivity, it has also become a currency for competitive success. Understanding factors that contribute to organizational learning and the transfer of knowledge to the workplace environment are essential to

The Development and Resulting Performance Impact of Positive Psychological Capital.

Abstract: Recently, theory and research have supported psychological capital (PsyCap) as an emerging core construct linked to positive outcomes at the individual and organizational level. However, to date, little attention has been given to PsyCap development through training interventions; nor have there been attempts to determine empirically if such PsyCap development has a causal impact on participants' performance. To fill these gaps we first conducted a pilot test of the PsyCap intervention (PCI) model with a randomized control group design. Next, we conducted a follow-up study with a cross section of practicing managers to determine if following the training guidelines of the PCI caused the participants' performance to improve. Results provide beginning empirical evidence that short training interventions such as PCI not only may be used to develop participants' psychological capital, but can also lead to an improvement in their on-the-job performance. The implications these findings have for human resource development and performance management conclude the article.