Claretha Hughes | University of Arkansas (original) (raw)

Books by Claretha Hughes

OER , 2020

This OER contains problem-based, teaching scenarios for instructors to use as they seek to develo... more This OER contains problem-based, teaching scenarios for instructors to use as they seek to develop the ability of students to critically think about employment, ethical, and legal situations that can occur in the workplace. As organizations seek to achieve their diversity, equity, and inclusion efforts, difficult situations and conversations may occur between workers. Using teaching case methodology does not seek to provide answers but opens up questions and debates among students. Of course, legal statutes and mandates are indeed answers but there are challenges to mandates and statutes in the court systems.

The History of Human Resource Development offers a historical narrative of HRD and provides a met... more The History of Human Resource Development offers a historical narrative of HRD and provides a methodology for critical thinking to better understand the theories and assumptions of today's HRD.

The crux of the challenge in bridging the scholar-practitioner gap in Human Resource Development ... more The crux of the challenge in bridging the scholar-practitioner gap in Human Resource Development is in creating effective mechanisms for the transfer of knowledge between scholars and practitioners. Emerging literature on the topic of knowledge management, and of knowledge management systems, provide a compelling point of view in which to consider the scholar-practitioner gap in HRD. In the chapter, knowledge management systems, as a functional outcropping of systems theory, are considered along with the use of logic models to develop and evaluate organization and program effectiveness. Preliminary research results conducted by Hughes and Wang (2015) gives further support to the notion that considering HRD as a knowledge management system may provide a framework for bridging the scholar-practitioner gap.

Today’s workforce represents individuals of various backgrounds and experiences. The influence of... more Today’s workforce represents individuals of various backgrounds and experiences. The influence of such individuals is becoming an important component in the workplace and researchers continue to explore the challenges of understanding the connection between employee profiles and the overall success of a company.

Impact of Diversity on Organization and Career Development brings together a reflective discussion on the previous approaches and strategies of companies in relation to the paradigm shift in workplace equity of today’s workforce. By examining both old and new strategies, the research included in this publication will present a unique approach for future company enhancement and employee success. This publication is an essential reference source for researchers, practitioners, managers, and students interested in the effects of multicultural representation on both a company and its employees through professional growth and advancement.

American Black women bring different interpersonal leadership styles to Fortune and non-Fortune 5... more American Black women bring different interpersonal leadership styles to Fortune and non-Fortune 500 organizations. Their interpersonal leadership styles are developed at home, within their community, through their educational experiences, and within society. They bring unique perspectives to the workplace. Organizations that recognize, respect, and value their different viewpoints have leaders who are contributing to the financial growth of their organizations. American Black women have career capital to offer to organizations through their self-efficacy, emotional intelligence, and the leadership strategies that they understand and apply in the workplace. In addition they bring high educational achievement, practical skills, and analytical abilities that are useful when leading others. They bring a persistent work ethic, support for education and leadership development, and an enduring spirit of cooperation in the midst of undeserved, personal challenges to the workplace. They solve problems, help others succeed, enhance the workplace environment and organization culture, and help their organizations maintain competitive advantage in an evolving global economy.

Executive leadership should lead the effort to enhance the role of American Black women within their organizations. Change begins at the top and integrating American Black women into executive leadership roles is a change initiative that must be strategically developed and managed through understanding who they are. This book provides a foundation upon which individuals and organizations can begin the change initiative through the use of the Five Values model as a career management system for developing and enhancing the careers of American Black women who are leading within and want to lead organizations.

People as Technology introduces a more proactive, strategic approach to bring employees into, and... more People as Technology introduces a more proactive, strategic approach to bring employees into, and develop them within, an organization. Interpreting and accepting this concept requires managers to think of employees as they would think of technology. Technology, equipment, and systems are strategically aligned within organizations. Integrating the literature from strategic technology management, strategic human resource management, and human resource development and exploring how this integration can provide competitive advantage to organizations for better implementation of people and technology development initiatives is a potential solution.

Valuing People and Technology in the Workplace: A Competitive Advantage Framework provides a comprehensive framework that can be used to develop and design case studies that could measure the identified values that people, technology, and strategy can provide to the organization. This book aims to serve as a guide for managers and leaders as they develop strategies to introduce new people and technology into the workplace.

Papers by Claretha Hughes

This chapter explored how people and technology are managed in the workplace. It examines how dat... more This chapter explored how people and technology are managed in the workplace. It examines how data and data analytics in AI, human resource information system (HRIS), learning content management systems, learning management systems, and talent management software have become major components of human resource and workforce development. Middle-skill, low-skill, and disadvantaged employees are being asked to use their knowledge, skills, and abilities (KSAs) to evaluate and understand technology systems, technology resources, and equipment in the workplace. HRD and HRM professionals must understand the competencies and resources needed to achieve harmony and balance between people and technology use in the workplace.

Topic 1 provides scenarios that ask students to consider the role of professional responsibility ... more Topic 1 provides scenarios that ask students to consider the role of professional responsibility and relationships when working as career development professionals. The differences in clients and/or workers must be considered at all times when providing professional services. Career development strategies and concepts changes along with workers and workplace policies. Scenario 1: Coaching Responsibly Regina is a mid-career, Black female supervisor for a multinational corporation. Regina would like to be promoted to an executive level position within her company. She realizes that the culture of her organization does not favor the advancement of Black professionals and less so Black women. Regina has decided to hire a career coach. She decides that she would like the perspective of a white male because, white males appear to be the only ones successfully reaching the executive suite in her organization. After a few weeks of searching for a career coach, Regina finds Steve. Steve has been recommended by several white males in Regina's organization who have used his services and have been promoted to the executive suite. Regina arranges a meeting with Steve. Steve advises Regina using the exact same resources that he has provided to her white male colleagues. After 6 months of career coaching from Steve, Regina has received no results from the changes that she has implemented after recommendations from Steve. Steve is baffled. He cannot begin to comprehend why his coaching is not working for Regina when he has seen phenomenal results in all of his other clients with the same information.

IGI Global eBooks, 2022

Competitive advantage is attained through talent development and leadership. Talented employees s... more Competitive advantage is attained through talent development and leadership. Talented employees seek career advancement, change, and success. Organization leaders must integrate all employees into their strategic plans and can no longer exclude talented, diverse individuals. Key diversity improvement themes are revealed in this chapter to help leaders focus on areas within the organization to apply diversity intelligent strategies and eliminate institutional barriers that limit the success of diverse employees. Sustaining competitive advantage requires dedicated efforts of executive leaders in organizations.

There are many implications for middle-skill and low-skill workers as emerging technologies and t... more There are many implications for middle-skill and low-skill workers as emerging technologies and trends continue to evolve related to using technology in the workplace. Managers and HRD professionals are tasked with ensuring that employees can meet organizational goals and objectives that are in sync with the emerging needs of a contemporary workforce. As the twenty-first century continues to evolve, managers and HRD professionals must remain current in strategies and practices that are effective in managing people. This chapter provides insight and suggestions to researchers on the current trends in the field that could benefit from further research.

Many factors may influence the training and development of middle-skill, low-skill, and disadvant... more Many factors may influence the training and development of middle-skill, low-skill, and disadvantaged workers. Within the United States and worldwide there are many middle-skilled, low-skilled, and disadvantaged workers whom training and development professionals must consider as organizations seek to expand their workforce and increase productivity using technology. Temporary agencies employ many middle-skilled, low-skilled, and disadvantaged workers; however, there is very little information regarding how effective these agencies are in developing these workers beyond the skill level with which they enter the agency.

There are many laws, ethics, and policy concerns in the workplace but some of the ones that effec... more There are many laws, ethics, and policy concerns in the workplace but some of the ones that effect human resource development (HRD) professionals the most are electronic monitoring of employees in the workplace, whistleblowing policies, and intellectual property rights. HRD professionals can help develop communication materials and strategies to ensure all employees are aware of and understand electronic monitoring policies. They can also help facilitate understanding of whistleblowing policies and try to alleviate the need for such policies by providing ethics and legal training to ensure all employees understand that wrongdoing will not be tolerated. HRD scholars and professionals must develop ways to have a voice in the development of laws and policies that affect employee rights in the workplace so that both the employees and the employers benefit. The power struggle that exists between employees and employers has to be lessened so that productivity is the focus and not laws, ethics, and policy issues.

Three types of intelligence are currently accepted as mainstream among organization leaders. They... more Three types of intelligence are currently accepted as mainstream among organization leaders. They are intellectual (IQ), emotional (EQ) (Salovey and Mayer 1990), and cultural (CQ) (Konyu-Fogel 2011). IQ, EQ, and CQ are typically assessed when examining organization leaders' effectiveness. These assessments have included aspects of diversity but address peripheral problems and not the core problems that protected class group members experience within many workplaces. American workplaces are not representative of the diversity of the USA because the unemployment rate of American blacks and American Hispanics is much lower than white Americans' (Chua and Rubenfeld 2014 ; Farley 1987 ; Sum and Khatiwada 2010 ; Taylor et al. 2011). The disabled, women, and veterans are also disproportionately underrepresented in the American workplace (Brault 2012 ; Hoynes et al. 2012 ; Mattingly and Smith 2010). American blacks, Hispanic Americans, white Americans, disabled Americans, American women, and American veterans are all protected in the workplace under federal laws (Gutman et al. 2011 ; U. S. EEOC Performance and Accountability Report 2013), but white American males are often the last to be dismissed from their jobs during layoffs, recessions, and general workplace layoffs. In many instances making the most vulnerable in society unemployed is inhumane. It is inhumane especially when no severance pay or unemployment benefi ts are available. A problem that many organizations can resolve with DQ is the problem that many protected class employees do Intellectual, Emotional, Cultural, and Diversity Intelligences

OER , 2020

IGI Global eBooks, 2022

Advances in Developing Human Resources, Jun 24, 2018

Problem: Leadership development is a core part of training, education, and career management stra... more Problem: Leadership development is a core part of training, education, and career management strategies in organizations. Yet, leaders are not translating what they learn about protected class employees during leadership development initiatives back to the workplace. Solution: Diversity intelligence should be added to organizational diversity and leadership development training and education initiatives. With DQ as a core of the training and education initiatives, leaders may acquire the needed ability to translate what they learn to actual practice. A conceptual model for DQ as a core of leadership development and typology of leaders with low and high DQ are provided. They will be able to better lead their protected class followers because they will know who they are and how to enhance their performance. Stakeholders: Workplace leaders, diversity trainers, educators, and career management professionals are provided ideas for enhancing their diversity improvement efforts. Implications for Human Resource Development professionals and researchers are also offered.

A holistic approach to examining workforce inter-personnel diversity is needed as organizations s... more A holistic approach to examining workforce inter-personnel diversity is needed as organizations seek to improve their productivity. Each employee provides value to the organization and that value should be recognized and rewarded. One concern with workforce inter-personnel diversity is that some individuals think that it is just another way to (re)package the construct of “skill set diversity” among and between employees within the same position. However, skill set diversity is typically aligned with a specific skill set. When I refer to workforce inter-personnel diversity, I am looking beyond just the skills necessary to perform the specific tasks of the position. I am also referring to location in and of the position. I am referring to the ability to transition beyond the minimum skill set required to maintain the position. Some employees have the minimum skill set and can maintain that level of performance, but as the position is escalated to require additional skills, the employee may not have the capacity to be further developed for that particular position any more. I am also looking at how that person would self-develop if their position were to be eliminated for a new type of position within the organization or replaced by technology.

Springer eBooks, Oct 31, 2018

Human resource development (HRD) professionals assist with hiring and retention of employees in s... more Human resource development (HRD) professionals assist with hiring and retention of employees in specific ways including new hire orientation training and career development. Ensuring that leaders and employees understand that employee rights in the workplace is an essential training responsibility of HRD professionals. Employees and employers must be able to differentiate between employee security and employer rights. Employees want job security and they want to be safe while at work and employers have the same goals. Understanding the legal and ethical implications for both the employer and the employee is very important. This chapter also explores noncompete clauses and their impact on worker loyalty and company success. Employees do not want their knowledge exploited by their employers and employers want a fair day’s work for a fair day’s pay. Downsizing in the workplace is also an area where HRD professionals must ensure that employees are treated fairly and ethically and are not displaced because they are in a protected class.

European Journal of Training and Development, Feb 19, 2018

International Journal of Human Resources Development and Management, 2010

208 Int. J. Human Resources Development and Management, Vol. 10, No. 3, 2010 ... Leveraging diver... more 208 Int. J. Human Resources Development and Management, Vol. 10, No. 3, 2010 ... Leveraging diversity through faculty perception of their power to influence diversity ... 103 Graduate Education Building, RHRC, University of Arkansas, Fayetteville, AR 72701, USA Fax: 479-575-3319 ...

Seeking Leader Participants in LinkedIn or Facebook Focus Group. Email me at chbanks@uark.edu or ... more Seeking Leader Participants in LinkedIn or Facebook Focus Group. Email me at chbanks@uark.edu or send me a LinkedIn or Facebook request to participate.