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Articles by David McGuire
Total Records ( 4 ) for David McGuire
  Thomas N. Garavan and David McGuire
  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.
  David McGuire
  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.
  David McGuire and Thomas N. Garavan
  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.
  Marie-Line Germain and David McGuire
  The Problem The combination of flatter organizational structures, globalization, cost-saving initiatives, and the increased emphasis on knowledge sharing has been a contributor to the use of virtual teams in U.S. organizations.

The Solution To perform efficiently in a virtual environment, team members must develop swift trust, which does not come inherently with team membership. Understanding the individual, team, organizational, and technological barriers affecting the development of swift trust is critical to an appreciation of how such barriers can be overcome.

The Stakeholders In this article, we indicate how virtual human resource development (VHRD) can assist virtual teams, managers, and HR professionals overcome swift trust development barriers. The intended audience for this article includes HRD scholars, scholar-practitioners, practitioners, and students interested in understanding how trust is fostered in virtual teams and how HRD practitioners can make a valuable contribution to the effectiveness of virtual teams.

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