Browsing by Person "McGuire, David"

Now showing 1 - 13 of 13

Closing comments: A call to action
(Sage Publications, 2010-12) McGuire, David; Garavan, T.
To date, the field of HRD has largely focused on individuals and organisations and has not devoted sufficient attention to its social role and impact. This concluding article calls on the HRD community to take a more active role in shaping sustainability and CSR agendas and realign itself with the vision of the AHRD to develop a healthy economy, healthy organisations and a healthy ecosystem. 2010 SAGE Publications.
Diversity training in organisations: an introduction
(Emerald Group Publishing Limited, 2010) McGuire, David; Bagher, Mammed
Purpose - The purpose of this paper is to review the literature on diversity training and examine the effect of power, privilege and politics on diversity in organisations. Design/methodology/approach - This is a conceptual paper examining the arguments in favour and against diversity training in organisations. It identifies the presence of dominant groups in society leading to the marginalisation and oppression of minority diverse groups. It introduces the papers to the special issue under the three themes of: organisational impacts and outcomes; identify and self-presentation and resistance to diversity. Findings - The value of diversity training to promoting inclusivity, equality and fairness in organisations is underlined as is the importance of the human resource development community adopting a more proactive role in addressing the issue of diversity through research and course cirricula. Originality/value - The paper introduces this special issue in Diversity training in organisations- by examining the background concepts and providing an overview of the contributions to the issue.
Diversity training in organizations
(IGI Global, 2012-06) McGuire, David; Patterson, N.; Byrd, M. Y.; Scott, C. L.
Diversity training is an area of growing interest within organizations. As organizations and society become more culturally diverse, there is a need to provide training across all hierarchical levels to make individuals more aware of and sensitized to elements of difference. Managing and valuing diversity is becoming increasingly important to delivering higher levels of performance and creativity, enhancing problem solving and decision-making, and gaining cultural insights into domestic and overseas markets. As facilitators of diversity training, line managers are increasingly tasked with the important role of equipping employees with the skills and competencies to work effectively in diverse multicultural teams. Consequently, this chapter looks at the mechanics of how diversity is discussed and delivered in organizations. It explores the necessity of diversity training in safeguarding and respecting individual identity and in fostering more welcoming inclusive workplaces. 2012, IGI Global.
Engaging organizations in environmental change: A greenprint for action
(Sage Publications, 2010-12) McGuire, David
In the past decade, awareness of environmental issues has increased tremendously and organizations are increasingly looking at ways of becoming more environmentally responsible and responsive. However, to date, progress on environmental issues has predominantly taken place in the scientific and engineering fields, with less emphasis on green issues in the management disciplines. This article issues a call for greater attention to environmental issues in all areas of management and as a starting point sets down eight ideas for engaging organizations in environmental change. These ideas include the development of green management modules, establishment of a green contract, environmental scenario planning, environmental auditing, green product redesign, environmental labeling, corporate consciousness, and environmental outreach. Following the discussion of each idea, some examples are provided looking at the concept in practice. The article concludes by encouraging the field of HRD to take a greater role in promoting environmental change in organizations. It argues that HRD practitioners can play an important role in reminding organizations of their social and moral responsibilities and fostering environmentally responsive innovation and change. 2010 SAGE Publications.
Human resource development and society: Human resource development's role in embedding corporate social responsibility, sustainability, and ethics in organizations
(Sage Publications, 2010-12) Garavan, T.; McGuire, David
Human resource development (HRD) is increasingly expected to play a facilitative role in corporate social responsibility (CSR), sustainability, and ethics in organizations. However, there is also significant skepticism concerning HRD's ability to make a contribution to these areas. It is criticized for moving away from its mission to advocate humanistic values in organizations to totally embracing a short-term business agenda. This article argues that societal HRD (SHRD) can make an important and long-lasting contribution to CSR, sustainability, and ethics through its capacity to question a continual focus by organizations on efficiency and performance. However, it must also be conscious of its business role. Both objectives must be pursued side-by-side. The article outlines a framework of activities that HRD may use to reorient the agenda, hold organizations accountable, provide leadership on CSR, sustainability, and ethics, and at the same time ensure that the organization is profitable and successful. The article summarizes the six articles that are included in this issue. 2010 SAGE Publications.
Knowledge sharing in small family firms: A leadership perspective
(Elsevier, 2015-11-08) Cunningham, James; Seaman, Claire; McGuire, David
Knowledge sharing is considered critical in the development of a knowledge resource to contribute to the strategic development of the firm. However, how this key organisational activity takes place in small family firms is unknown, as much of the surrounding literature focuses on large, nonfamily-oriented firms. This mixed-methods article investigates the nature of knowledge sharing in small family firms, and explores the role of the influence of family in knowledge resource development. Quantitative findings (n = 110) acknowledge heterogeneity of leadership style in small family firms and identify two distinct ways in which knowledge sharing activities are approached; while qualitative data (n = 26) examine implications for individual knowledge sharing and the role that family plays. This article contributes to both the family business and knowledge sharing literature and outlines implications for the way in which small family firms view the development of their knowledge resource.
Perceptions of Knowledge Sharing Among Small Family Firm Leaders: A Structural Equation Model
(Sage, 2016-12-28) Cunningham, James; Seaman, Claire; McGuire, David
Small family firms have many unique relational qualities with implications for how knowledge is passed between individuals. Extant literature posits leadership approach as important in explaining differences in knowledge-sharing climate from one firm to another. This study investigates how leadership approaches interact with family influence to inform perceptions of knowledge sharing. We utilize survey data (n = 110) from owner-managers of knowledge-intensive small family firms in Scotland. Our findings present a choice in leadership intention, contrasting organization-focused participation against family-influenced guidance. Insight is offered on the implications of this leadership choice at both organizational and familial levels
Rewarding conformity, while hoping for creativity : exploring the role of perception, perspective and positionality
(2008-02-21) Grenier, R.; McGuire, David
Creativity is a key driver of competitive advantage and organizations depend upon employees feeding their creative ideas into the innovation pipeline to sustain growth and deliver upon rising customer expectations. However, creativity has been underrepresented in the literature due to its links with mysticism and spirituality and problems of definition and evaluation. Participants in this interactive session will explore creativity using the three dimensions of perception, perspective and positionality through partaking in activity-based learning.
The impact of physical environment on employee commitment in call centres : the mediating role of employee well-being
(2007-03) McGuire, David; McLaren, Lauren
Purpose: The purpose of the paper is to examine the effect of the physical environment on employee commitment. It explores how favourable working conditions can affect an employee's sense of well-being which in turn can generate higher levels of employee commitment. Methodology: A questionnaire instrument based upon previously validated measures was completed by 65 front line call centre employees. Baron and Kenny (1986) four-step procedure for testing mediation effects was adopted. Findings: The statistical analysis confirms that confirms that employee well-being mediates the relationship between physical environment and employee commitment Practical Implications: The call centre industry need to make employees more autonomous by reducing the level of scripting, encouraging greater involvement and participation in work systems and setting targets and the organization of regular team events.
The impact of physical environment on employee commitment in call centres: The mediating role of employee well-being
(2009) McGuire, David; McLaren, Lauren
Abstract: Purpose - The purpose of the paper is to examine the effect of the physical environment on employee commitment. It explores how favourable working conditions can affect an employee's sense of well-being which in turn can generate higher levels of employee commitment. Design/methodology/approach - A questionnaire instrument based upon previously validated measures was completed by 65 front line call centre employees. The Baron and Kenny four-step procedure for testing mediation effects was adopted. Findings - The statistical analysis confirms that employee well-being mediates the relationship between physical environment and employee commitment. Originality/value - The call centre industry needs to make employees more autonomous by reducing the level of scripting, encouraging greater involvement and participation in work systems and setting targets and the organization of regular team events.
The role of line managers as human resource agents in fostering organizational change in public services
(Taylor & Francis, 2008-03) McGuire, David; Stoner, Leanna; Mylona, Smaro
The commercialization of public services has led to enhanced customer service and arguably improved employee performance. Central to these efforts has been a radical reconsideration of the role of line managers. By devolving responsibility for human resource (HR) practices to line managers, public services organizations expect a closer relationship between line managers and employees with speedier decision-making and more effective resolution of workplace problems. Partnership models involving HR specialists and line managers are becoming increasingly common. This article presents a model identifying the context, enablers and inhibitors of line manager HR involvement. It concludes that adequate support needs to be provided to line managers to enable them to effectively take on new HR responsibilities
The slow death of formal learning: A polemic
(SAGE Publications, 2010) McGuire, David; Gubbins, C.
Over recent years, approaches to education and training have become more informal, situated, outcome focused and experiential. Within this context, formal learning now plays a greatly diminished role, being supplanted by activity-based and technologically-based learning. This article, structured in the form of a polemic challenges readers to critically examine the importance and value of formal learning in modern learning environments. It reviews four propositions charting changes to the learning environment arguing that formal learning plays a central role in deepening an individual's functional and general knowledge. It questions the branding of formal learning as an outdated delivery mode associated with an old-fashioned antiquated pedagogy and argues that decisions on learning styles should be based upon sound evidence-based research. The Author(s) 2010.
Towards a model of human resource solutions for achieving intergenerational interaction in organisations
(Emerald Group Publishing Limited, 2007) By, Rune T.; Hutchings, Kate; McGuire, David
Purpose - Achieving intergenerational interaction and avoiding conflict is becoming increasingly difficult in a workplace populated by three generations - Baby Boomers, Generation X-ers and Generation Y-ers. This paper presents a model and proposes HR solutions towards achieving co-operative generational interaction. Design/methodology/approach - This paper adapts Park's theory of race relations to explain the distinctiveness of generational work groups and the challenges and opportunities that these groups present when interacting in organisations. Rashford and Coghlan's cycle of organisational change, based on the K_bler-Ross grief cycle, is then mapped onto Park's race relations cycle in order to link generational interaction to emotional reactions to change over time. Findings - The paper sets out a research agenda for examining how generations interact in the workplace. It acknowledges the limitations of using Park's theory of race relations, in particular the criticisms levelled at assimilationist approaches. Originality/value - The paper provides an alternative viewpoint for examining how generations co-exist and interact and shows how HR solutions can respond to the needs of different generations