Problematizing HRD in SMEs: A “Critical” Exploration of Context, Informality, and Empirical Realities: Problematizing HRD in SMEs: A ‘Critical’ Exploration of Context, Informality and Empirical Realities
Journal Article
Nolan, C. T., & Garavan, T. N. (2016)
Problematizing HRD in SMEs: A “Critical” Exploration of Context, Informality, and Empirical Realities: Problematizing HRD in SMEs: A ‘Critical’ Exploration of Context, Informality and Empirical Realities. Human Resource Development Quarterly, 27(3), 407-442. https://doi.org/10.1002/hrdq.21261
Small and medium-sized enterprises (SMEs) represent the backbone of the global economy and therefore are an integral part of the HRD research agenda. The HRD literature has pr...
The information age: implications for education and training in a small economy
Journal Article
Garrihy, D., & Garavan, T. N. (1997)
The information age: implications for education and training in a small economy. Industrial and Commercial Training, 29(7), 208-217. https://doi.org/10.1108/00197859710190724
Information technology presents considerable challenges and opportunities to society. Ireland, as a member of the European Union with a small, open economy which is highly inf...
360° feedback process: performance, improvement and employee career development
Journal Article
McCarthy, A. M., & Garavan, T. N. (2001)
360° feedback process: performance, improvement and employee career development. Journal of European industrial training, 25(1), 5-32. https://doi.org/10.1108/03090590110380614
360° feedback processes have gained popularity as a performance management and career development tool in contemporary organisations. This monograph explores the nature of 360...
Training and Organizational Performance: A Meta-Analysis of Temporal, Institutional and Organizational Context Moderators
Journal Article
Garavan, T., McCarthy, A., Lai, Y., Murphy, K., Sheehan, M., & Carbery, R. (2021)
Training and Organizational Performance: A Meta-Analysis of Temporal, Institutional and Organizational Context Moderators. Human Resource Management Journal, 31(1), 93-119. https://doi.org/10.1111/1748-8583.12284
Drawing on systems theory, we conducted a moderated meta-analysis of the training and organizational performance relationship using 119 primary studies. We examined the moder...
Transformational leadership and work unit innovation: A dyadic two-wave investigation
Journal Article
Sheehan, M., Garavan, T. N., & Morley, M. J. (2020)
Transformational leadership and work unit innovation: A dyadic two-wave investigation. Journal of Business Research, 109, 399-412. https://doi.org/10.1016/j.jbusres.2019.10.072
Mobilising arguments from conservation of resources theory (COR) and employing time-lagged, multi-source data, we propose and test a model connecting unit level transformation...
The Organizational Context and Performance Implications of Human Capital Investment Variability
Journal Article
Bhattacharya, M., Doty, D. H., & Garavan, T. (2014)
The Organizational Context and Performance Implications of Human Capital Investment Variability. Human Resource Development Quarterly, 25(1), 87-113. https://doi.org/10.1002/hrdq.21182
In contrast to the traditional focus of HRD on human capital accumulations we examine the issue of variability in human capital investment. Drawing on Real Options Theory, we ...
The Impact of Formal and Informal Distance on Gender Equality Approaches: The Case of a British MNC in Saudi Arabia: MNC Gender Equality in Saudi Arabia
Journal Article
Alhejji, H., Ng, E. S., Garavan, T., & Carbery, R. (2016)
The Impact of Formal and Informal Distance on Gender Equality Approaches: The Case of a British MNC in Saudi Arabia: MNC Gender Equality in Saudi Arabia. Thunderbird International Business Review, 60(2), 147-159. https://doi.org/10.1002/tie.21828
This study explores the forces that promote and hinder gender equality efforts of a multinational corporation (MNC) operating in the Middle East. Specifically, we draw from a ...
The effects of subordinates’ use of upward influence tactics on their supervisors’ job performance evaluations in Saudi Arabia: the significance of loyalty
Journal Article
Clarke, N., Alshenalfi, N., & Garavan, T. (2022)
The effects of subordinates’ use of upward influence tactics on their supervisors’ job performance evaluations in Saudi Arabia: the significance of loyalty. International Journal of Human Resource Management, 33(2), 239-268. https://doi.org/10.1080/09585192.2019.1686650
Most research examining the effects of subordinates’ use of upward influence tactics on supervisor job performance evaluations has been conducted in Western countries. In thes...
Upward Influence Tactics and their Effects on Job Performance Ratings and Flexible Working Arrangements: The Mediating Roles of Mutual Recognition Respect and Mutual Appraisal Respect
Journal Article
Clarke, N., Alshenalfi, N., & Garavan, T. (2019)
Upward Influence Tactics and their Effects on Job Performance Ratings and Flexible Working Arrangements: The Mediating Roles of Mutual Recognition Respect and Mutual Appraisal Respect. Human Resource Management, 58(4), 397-416. https://doi.org/10.1002/hrm.21967
Supervisor’s HR decisions have a significant impact on the employees they manage but have been found to be subject to bias. The upward influence tactics use by subordinates ca...
Using assessment centre performance to predict subjective person‐organisation (P‐O) fit: A longitudinal study of graduates
Journal Article
Garavan, T. N. (2007)
Using assessment centre performance to predict subjective person‐organisation (P‐O) fit: A longitudinal study of graduates. Journal of Managerial Psychology, 22(2), 150-167. https://doi.org/10.1108/02683940710726410
Purpose – This research aims to contribute to the discussion of P‐O fit by examining the potential of assessment centre performance to predict graduate P‐O fit over time. Does...