Human resource development and its underlying theory

By R. Swanson. 2001

359 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ca50c6275c509550fe8981ca2950cbdb8a465768

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

Citations in the corpus

Integrity (2013, background): “The role of ethics and integrity as regulators of the individual, group, and organizational performance, as articulated by Swanson (2001), must be underscored in the interdisciplinary field of Human Resource Development.”
Job Crafting and Performance: Literature Review and Implications for Human Resource Development (2018, background): “HRD is responsible for organizational performance and sustainable development via the development of employees’ expertise (Swanson, 2001); as such, job design is one of the significant contexts for and applications of HRD (Swanson & Holton, 2009).”
Growth Mindset for Human Resource Development: A Scoping Review of the Literature with Recommended Interventions (2020, background): “As HRD scholars and practitioners are committed to learning and helping people and organizations to improve their performance, it is fruitful to explore other disciplines and to mine potential implications for HRD (Swanson, 2001).”
Can do or will do? The importance of self-efficacy and instrumentality for training transfer (2008, background): “From a social cognitive perspective (Bandura 1986), learning and transfer outcomes are determined by individual cognition (Gibson 2004; Swanson 2001).”
Human resource development and organizational values (2007, background): “Human resource development is a process of developing and/or unleashing expertise through organization development (OD) and personnel training and development for the purpose of improving performance ( Swanson, 2001 ).”
Development and application of a new measure of employee engagement: the ISA Engagement Scale (2012, background): “The relevance of the social context to engagement has been acknowledged by other scholars (Shuck and Wollard 2010) and has been linked to systems perspectives on HRD (Macey and Schneider 2008; Salanova, Agut, and Peiro 2005; Swanson 2001).”
A psychological contract perspective to the link between non-profit organizations' management practices and volunteer sustainability (2011, methodology): “Drawing on Swanson's ( 2001 ) three-legged stool analogy, this study acknowledges the economic, systems and psychological theoretical underpinnings of human resource development (HRD).”