The Problem

27:T534, The Problem

The spirituality of work movement placed emphasis on the importance of meaning and purpose in work and the workplace. However, the spiritual dimensions of work-related learning remained largely undeveloped. Given recent economic developments that threaten to undo any gains achieved by this movement, it is important that human resource development (HRD) help individuals and organizations learn to engage in the inner learning that creates deep meaning and purpose in our work.

The Solution

This article locates work-related learning within the spirituality of work context. Using Jungian and post-Jungian psychology, the article provides a theoretical perspective for thinking about meaning and purpose in work-related learning and the key features of educational and organizational environments that foster such learning and development.

The Stakeholders

The perspective developed in this article will be helpful to teachers, trainers, and HRD practitioners involved in formal work-related learning programs, as well as coaches and developmental managers who seek to foster learning and development among their workers.

28:T54c, The Problem

Human resource development (HRD) research and theories often do not adequately capture the holistic and self-directed nature of human beings at work. Likewise, HRD practice can fall short when applying an instrumental stance toward individuals as resources instead of building on the innate strengths and intrinsic areas of interest.

The Solution

The concept of human agency is explored in this article in contrast to narrow and instrumental understandings of the person to propose an ethically and pragmatically more adequate notion for HRD research and practice. Exploring essential elements of human and moral agency affords a view of how individuals might understand themselves in the context of work and opens up the opportunity to build HRD theory and practice based on a holistic understanding of persons.

The Stakeholders

This article has relevance for future practitioners and researchers in university-based HRD programs, for HRD scholars seeking to advance the art and science of the field, and for HRD managers and professionals responsible for the learning and education system and processes in organizations and other work settings.

29:T531, The Problem

Today’s organizations compete for top talent in a global marketplace. Employees seek work that is interesting and meaningful, where they can be engaged and continuously learning. While much is written about employee engagement, leaders need a model for structuring workplaces where employees can be passionate about their work and where there are opportunities for employees to learn and grow.

The Solution

This article contends that the time is right for developing workplaces that are humane, positive, and challenging. Drawing on the Organizational Intimacy (OI) framework and incorporating ideas from positive psychology, leaders can create positive environments by promoting a nurturing workplace, encouraging meaningful work, and fostering environments where employees love their work.

The Stakeholders

The primary stakeholders for this article are senior leaders and Human Resource and Organizational Development practitioners seeking to build humane and positive workplaces. In addition, HRD scholars studying frameworks that incorporate ideas from positive psychology will also find this article of interest.

2a:T658,