Abstract
Critical theorists contend HRD has prioritized managerial interests over employee well-being. Some have advocated an ethics of care approach, emphasizing employee needs and well-being. However, there are few models to guide research on integrating care-oriented practices. We adopt a mutual gains perspective, proposing that HRD practices can enhance performance and employee well-being through employee-focused voice. HRD has overlooked voice, which is well-theorized in HRM. To address this gap, we conceptualize how key practices can foster employee-focused voice. We adapt and extend Nishii and Wright’s (2008) HR process model, integrate leadership styles, and develop propositions to guide studies on facilitating voice.
Keywords
career mentoring, developmental performance appraisal, employee voice, job demands-resources (JDR) theory, managerial coaching
Document Type
Journal Article
Date of Publication
1-1-2026
E-ISSN
15526712
ISSN
15344843
Publication Title
Human Resource Development Review
Publisher
Sage
School
School of Business and Law
RAS ID
100087
Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 License.
Recommended Citation
Abadi, H. A., Wallo, A., Lundqvist, D., Coetzer, A., & Redmond, J. (2026). Human resource development practices and employee-focused voice: A conceptual model and research agenda. Human Resource Development Review. Advance online publication. https://doi.org/10.1177/15344843261473761