A Contribution to Sustainable Human Resource Development in the Era of the COVID-19 Pandemic.

This examines the six drivers and twelve detailed practices of sustainable human resource development (S-HRD) before and during the COVID-19 pandemic across different organizations in Poland. The empirical strategy is based on explorative research conducted using surveys in Poland between 2020 and 2021. The results confirm that the surveyed organizations implemented S-HRD practices driven mainly by the expectations of external stakeholders. They neglected the areas of caring for employees' well-being and developing environmental awareness before the COVID-19 pandemic. During the pandemic, most companies maintained their approach to S-HRD. This research is unique because it adds to the body of literature advocating the significance of S-HRD for organizational resilience before, during, and after extreme events. Generalizing the results is challenging because the snowball sample has significant restrictions. However, future research may overcome these shortcomings by using larger samples based on probability or random sampling techniques.

Heart rate variability (HRV) training leads to improvements in measures of employee mental and physical health during COVID-19 pandemic, with implications for theory building and HRD

Data indicated that work-related stress could cost organizations financially, with losses associated with decreased productivity, healthcare costs and organizational dysfunction. Excessive stress in the workplace can cause significant costs to the employee as measured by declines in psychological and physiological health. Stress induced health symptoms and corresponding costs to the organization may be exacerbated by the COVID-19 Pandemic. These disruptions can affect organizational functioning as well the system's ability to dynamically respond to opportunities, challenges and organizational goals all of which can further increase employee stress and associated health outcomes. Human resource development professionals are in a position to offer interventions to help employees and organizational systems adjust to these new demands. Heart rate variability (HRV) training as a workplace wellness intervention to reduce stress for impacted employees has emerged as a promising line of research and applied work, with data supporting improved physical/mental health, learning and development and organizational outcomes.The purpose of this study was to investigate the effects of a HRV training intervention on measures of employee health and organizational outcomes during the COVID-19 pandemic. Empirical data collection for this inquiry was operationalized with a quantitative, between-groups, experimental research design to test the effects of a HRV self-regulation training on participants who were randomly assigned to active treatment groups and non-participant groups (wait-list control). Participants were assessed on psychological and physiological health and organizational outcomes by analyzing results of the POQA-R4 survey. The study population (N = 147) consisted of employees at a large, multi-national, independent public company in the multi-utilities industry. Data analyses concluded that three of this study's five hypotheses were upheld. Hypotheses related to emotional stress (moderate effect size), physical stress (moderate effect size) and emotional vitality (borderline moderate effect size) were upheld. The findings associated with mental and physical stress were consistent with previous literature, while organizational results were more ambiguous. Based on these findings, recommendations for future research, application, theory building and implications for HRD were offered. Specific recommendations included further refinement of conceptual/theoretical frames, measurement variables and assessment tools. Recommendations for practice focused on providing evidenced based wellness interventions (such as HRV self-regulation training), and reinforcing the organizational culture to support a range of wellness needs and to strengthen social systems, which serve as protective and mediating factors in times of stress. These recommendations may position HRD professionals as agile and dynamic leaders who implement organizational wellness to both support business objectives while reinforcing a culture of care. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Hypoparathyroidism-Retardation-Dysmorphism Syndrome due to a Variant in the Tubulin-Specific Chaperone E Gene as a Cause of Combined Immune Deficiency.

BACKGROUND: Hypoparathyroidism-retardation-dysmorphism (HRD) syndrome is a disease composed of hypoparathyroidism, growth retardation, severe developmental delay, and typical dysmorphic features caused by the tubulin-specific chaperone E gene variant. Many patients succumb in infancy to HRD due to overwhelming infections mainly caused by Pneumococcus spp. Knowledge related to the immune system in these patients is scarce. PURPOSE: To define the immune phenotype of a cohort of HRD patients including their cellular, humoral, and neutrophil functions. METHODS: The study included HRD patients followed at Soroka University Medical Center. Clinical and immunological data were obtained, including immunoglobulin concentrations, specific antibody titers, lymphocyte subpopulations, lymphocyte proliferation, and neutrophil functions. RESULTS: Nine patients (5 females and 4 males) were enrolled, aged 6 months to 15 years. All received amoxicillin prophylaxis as part of a routine established previously. Three patients had bacteremia with Klebsiella, Shigella spp., and Candida. Three patients had confirmed coronavirus disease 19 (COVID-19), and two of them died from this infection. All patients had normal blood counts. Patients showed high total IgA and IgE levels, low anti-pneumococcal antibodies in spite of a routine vaccination schedule, and reduced frequency of naive B cells with increased frequency of CD21lowCD27- B cells. All patients had abnormal T-cell population distributions, including reduced terminally differentiated effector memory CD8, inverted CD4/CD8 ratios, and impaired phytohemagglutinin (PHA)-induced lymphocyte proliferation. Neutrophil superoxide production and chemotaxis were normal in all patients tested. CONCLUSION: HRD is a combined immunodeficiency disease with syndromic features, manifesting in severe invasive bacterial and viral infections.

What Can Grounded Theory do for Human Resource Development? An Approach for Post-Pandemic Research and Beyond

As employee preferences change and organizations adapt and transform as a result of the Covid-19 pandemic, new research opportunities are present for HRD scholars interested in training and development, organizational behavior, job design, change management, the creation of healthy and productive workplaces, and more. In the face of new opportunities for research, we discuss the value of revisiting grounded theory methodology as a resource for generating theory in HRD contexts. As a methodology, grounded theory is a useful tool for exploring processes and building theory grounded in data. In this paper, we examine the potential of grounded theory to contribute meaningfully to the research and practice of HRD by discussing the historical development of grounded theory, the current state of grounded theory research in HRD, and the implications of grounded theory work on the future of HRD scholarship.

What does caring HRD look like in practice? A case study of two social enterprises in Brazil

Impacts of COVID-19 pandemic, combined with an array of other severe threats to societal well-being (e.g. inequality, systemic racism, and environmental degradation), have shed light on the importance of ethics of care as a guiding normative for HRD. However, the current understanding of care as HRD practice is limited and primarily studied in the context of leaders' behaviours towards employees. This study addresses this shortcoming by conducting a case study of social enterprises located in impoverished communities surrounding the UNESCO World Heritage Site Serra da Capivara National Park, Brazil, to examine what caring HRD looks like and how it can be operationalised in organisations. We conducted a qualitative study based on interviews and documentation analysis to map the flow of care practices implemented by these social enterprises. Our findings suggest that caring HRD entails a reciprocal and systemic approach highly relevant to organisations operating in collaborative and complex social contexts. We observed that moral values are critical requirements for a caring approach and must be embedded in the organisation's mission, culture, and processes. Our work expands the range of care interventions proposed in HRD literature by offering strategies that target the whole organisational system, including the surrounding environment and community.

Heart rate variability (HRV) training leads to improvements in measures of employee mental and physical health during COVID-19 pandemic, with implications for theory building and HRD

Data indicated that work-related stress could cost organizations financially, with losses associated with decreased productivity, healthcare costs and organizational dysfunction. Excessive stress in the workplace can cause significant costs to the employee as measured by declines in psychological and physiological health. Stress induced health symptoms and corresponding costs to the organization may be exacerbated by the COVID-19 Pandemic. These disruptions can affect organizational functioning as well the system's ability to dynamically respond to opportunities, challenges and organizational goals all of which can further increase employee stress and associated health outcomes. Human resource development professionals are in a position to offer interventions to help employees and organizational systems adjust to these new demands. Heart rate variability (HRV) training as a workplace wellness intervention to reduce stress for impacted employees has emerged as a promising line of research and applied work, with data supporting improved physical/mental health, learning and development and organizational outcomes.The purpose of this study was to investigate the effects of a HRV training intervention on measures of employee health and organizational outcomes during the COVID-19 pandemic. Empirical data collection for this inquiry was operationalized with a quantitative, between-groups, experimental research design to test the effects of a HRV self-regulation training on participants who were randomly assigned to active treatment groups and non-participant groups (wait-list control). Participants were assessed on psychological and physiological health and organizational outcomes by analyzing results of the POQA-R4 survey. The study population (N = 147) consisted of employees at a large, multi-national, independent public company in the multi-utilities industry. Data analyses concluded that three of this study's five hypotheses were upheld. Hypotheses related to emotional stress (moderate effect size), physical stress (moderate effect size) and emotional vitality (borderline moderate effect size) were upheld. The findings associated with mental and physical stress were consistent with previous literature, while organizational results were more ambiguous. Based on these findings, recommendations for future research, application, theory building and implications for HRD were offered. Specific recommendations included further refinement of conceptual/theoretical frames, measurement variables and assessment tools. Recommendations for practice focused on providing evidenced based wellness interventions (such as HRV self-regulation training), and reinforcing the organizational culture to support a range of wellness needs and to strengthen social systems, which serve as protective and mediating factors in times of stress. These recommendations may position HRD professionals as agile and dynamic leaders who implement organizational wellness to both support business objectives while reinforcing a culture of care. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Introduction: innovation in qualitative research in HRD

Purpose>The purpose of this paper is to offer a collection of articles that explore some of the many innovative approaches to qualitative inquiry and to challenge HRD scholars and practitioners to consider using innovative approaches in their work. In doing so, qualitative research in HRD can better capture and honour voices, experiences and meaning making of individuals, teams, organizations and communities.Design/methodology/approach>Using Lê and Schmid’s (2022) definition of innovation in qualitative research, the authors selected four innovative approaches to qualitative research that have the potential to enhance HRD research and practice: use of multiple-case study designs in case study research in HRD, a new take on critical incident technique, a narrative approach of testimonio and a visual approach of participant photography.Findings>Innovative approaches to qualitative research in this special issue include a review of case study research in HRD by Tkachenko et al., a new take on the familiar critical incident technique of Watkins et al., a narrative approach to testimonio by Salcedo et al. and a visual approach to participant photography by Hurtienne et al. The last article, by Grenier et al., addresses the implications of these articles to the field of HRD and points to additional directions for innovative qualitative approaches that can help to understand and create more inclusive, democratic and just organizations.Research limitations/implications>The articles in this special issue are intended to spark a dialogue about the meaning of innovation in qualitative research in HRD. It also can serve as an impetus for considering how innovative approaches to qualitative research can better tackle questions that come from the new normal of the workplace, society and diverse contexts.Practical implications>This special issue will give HRD scholars and practitioners a realistic, practical view on how innovation in qualitative research can help in exploring specific problems in the workplace. The articles will offer a glimpse into how specific social complex issues can be explored and addressed through innovative approaches, new and tried/modified, to qualitative inquiry.Originality/value>Four articles introduce new and tried/modified qualitative methods, and their value is in prompting HRD scholars and practitioners to consider some of the innovative approaches in exploring, understanding and transforming the workplace. The final article is a review of more innovative qualitative approaches for HRD scholars and practitioners to understand complex organizational phenomena and promote positive and inclusive change accordingly.

Promoting decent work in organisations: a sustainable HRD perspective

Today's uncertain times have led to paradigm shifts in the world of work. The disruptive nature of unforeseen events (e.g. Covid-1 9) has a harsh impact on organizations' stakeholders, including employees, society and the environment. However, these events pose tougher challenges for vulnerable and weaker workers, particularly in getting access to decent and productive employment. While catering to the changing needs of business, organizations also find it difficult to provide decent work for all and achieve their social bottom lines. This paper aims to understand what role HRD plays, especially Sustainable HRD (S-HRD), in facilitating access to decent work. Conceptual analysis of the literature revealed that S-HRD practices have the potential to promote all the dimensions of DW: employment creation, social protection, employees' fundamental rights and social dialogue. This paper is an important stepping stone in the articulation of how S-HRD can help organizations to promote decent work. The perspectives presented in this study have potential implications for HRD practitioners in understanding the application and implementation of S-HRD practices. Furthermore, managers can also take note of specific S-HRD interventions from this paper to enable decent work in their organizations.

Virtually new: A case description of a health system's new employee orientation COVID-19 response plan

As a result of the novel Coronavirus of 2019 (COVID-19), everyday life was transformed globally. With this, organizations were faced with the need to strategically and empathetically balance employee safety with business continuity as their survival largely depended on enacting immediate response measures by shifting to working remotely. When work moved online, essential programs including new employee onboarding, required a transition to virtual learning and development. This case description outlines Jackson Health System's COVID-19 New Employee Orientation (NEO) response plan through the lens of andragogy, with an emphasis on technological considerations. Following a description of decisions and responses to design and execute the virtual orientation program, a discussion is presented of three overarching lessons learned in the process: Virtual onboarding is a necessarily iterative process;virtual onboarding must be intentional;and the technological divide must be addressed. Recommendations for human resource development (HRD) research and practice are offered.

Restoration path of small tourism enterprise managers' confidence in the COVID-19 period

Although the government contributes to the tourism recovery, the influence of the government on the micro-perceptions of tourism managers remains limited. The results of 415 samples demonstrate that government crisis management restores managers' confidence through different mediation of the sense of gain. Information and communication management improve only their sense of spiritual gain, while human resource development enhance merely their sense of material gain. Moreover, environmental uncertainty shows no moderation on restoring the managers' confidence. This study develops a theoretical framework for tourism crisis management and provides policy implications for the development of small tourism enterprises in times of crisis.