Kevin Rose

Reframing Employee Engagement Within the Context of Meaning and Purpose Implications for HRD

The Problem Leaders who develop high levels of employee engagement within their organizations enjoy increased levels of competitive advantage. Consequently, organizations understandably desire higher levels of engagement. However, present research and perspectives on employee engagement have focused primarily on leveraging outcomes toward performance rather than the conditions that nurture performance. Such a unidimensional focus presents a gap in understanding how engagement emerges in practice and what strategies human resource development (HRD) practitioners can utilize to cultivate positive conditions for employee engagement. The Solution Reframing engagement within the context of meaning and purpose provides a unique lens from which to view the conditions that cultivate the development of engagement. In this article, we present an alternative, yet complementary view of employee engagement that focuses on how performance can be sustained within the context of meaning and purpose. Emerging implications for the field of HRD are explored. The Stakeholders The intended audience for this article includes HRD scholars, scholar-practitioners, practitioners, and students interested in the development and use of employee engagement, meaningful work, and the operationalization of meaning and purpose within an HRD context.

Skunked: An Integrative Review Exploring the Consequences of the Dysfunctional Leader and Implications for Those Employees Who Work for Them

Dysfunctional leaders are described in the research literature as those leaders who consistently place burdensome structures in the path of progress, intentionally or unintentionally violate psycho...Dysfunctional leaders are described in the research literature as those leaders who consistently place burdensome structures in the path of progress, intentionally or unintentionally violate psychological contracts, and generally treat their employees with a disrespectful approach. Research suggests that upward of 13% to 36% of employees in the United States work with a leader whose approach could be described as dysfunctional. Yet, research regarding this negative organizational phenomenon is surprisingly limited. Moreover, scholarship in the field of human resource development (HRD) is nearly void of research on this topic. The purpose of this integrative literature review was to examine the literature on dysfunctional leadership and to highlight conceptual links present across various streams of scholarship. Specifically, we systematically categorized the dysfunctional behaviors that leaders exhibit, highlighted the short- and long-term effects of working under a dysfunctional leader as well as documented the known strategies for working through the effects of dysfunction.

Examining Organizational Citizenship Behavior in the Context of Human Resource Development An Integrative Review of the Literature

Over the past three decades, scholarship on organizational citizenship behavior (OCB) has grown tremendously and now enjoys a place of relative importance in the managerial, behavioral, and psychological literature. Researchers have traditionally focused their attention on understanding the nomological network of OCB, including its antecedents, predictors, correlates, and outcomes. Such work has also expanded to include cross-disciplinary investigations in areas such as health care, education, public organizations, and service industries, to name a few. Despite the relative prominence of OCB in other literature bases, OCB receives only minimal attention in the field of human resource development (HRD). The purpose of this integrative literature review was to examine and synthesize the available literature on OCB with specific consideration to the aims of the HRD field, namely, performance and learning and development. I present a synthesis of the relevant literature and conclude with a proposed research agenda and implications for HRD theory and practice.

Organizational Citizenship Behavior: An Exploration of One Aspect of Cultural Adjustment Faced by U.S. Army Soldiers Transitioning From Military to Civilian Careers

The Problem Organizational citizenship behaviors (OCBs) are discretionary employee behaviors, such as helping fellow employees or voluntarily promoting the organization, that are important contributors to several aspects of performance in organizations. One of the defining aspects of OCBs is that these behaviors are offered freely by employees; they are engaged in voluntarily. However, for some employees, these kinds of behaviors may be considered expected or required as part of the employees in-role job prescriptions. This is the case with Soldiers in the United States Army. The Solution In this conceptual paper, we juxtapose the treatment and conceptualization of OCBs in Army work culture with that in civilian work culture and posit that individuals transitioning from a career in military service to a civilian career may encounter a need for reframing these behaviors in their new work contexts. The Stakeholders For Soldiers, OCB-like behaviors are expected as part of their role and are measured in evaluations of performance. Because these behaviors are required of service members, but discretionary for most civilian employees, dissonance can be created for Soldiers transitioning from a military career to the civilian workforce.

The Impact of Student Attributes and Program Characteristics on Doctoral Degree Completion

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