Claretha Hughes

Claretha HughesClaretha Hughes, PhD, MBA, is Professor of Human Resource and Workforce Development at the University of Arkansas in Fayetteville, Arkansas. Her research focuses on value creation through the use of human resource development and technology development. She is interested in the impact of the value of people and technology (1) on teaching and learning processes and motivation, (2) on organizational culture, change strategies, and leadership, and (3) on technology in the workplace environment and employee behavior. She is the 2009 University Council of Workforce and Human Resource Education Outstanding Assistant Professor. Dr. Hughes has a PhD from Virginia Tech, a MT degree from NC State University, a BA from Clemson University, and an MBA from the Sam M. Walton College of Business at the University of Arkansas. She has publications in journals, such as Human Resource Development Review, Workforce Education Forum, the International Journal of Human Resource Development and Management,and the Journal of the North American Management Society. Her book Valuing People and Technology in the Workplace: A Competitive Advantage Framework won the 2013 R. Wayne Pace Book of the Year Award from the Academy of Human Resource Development.

Publications

Re-Conceptualizing Diversity Management: Organization-Serving, Justice-Oriented, or Both?
Marilyn Y. Byrd, Claretha Hughes. © 2022. 28 pages.
This chapter highlights how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus...
Proposing a Diversity Intelligence Training Framework for Leaders and Managers to Attract, Maintain, and Balance Mature Workers
Sheron Lawson, Claretha Hughes. © 2022. 21 pages.
The workforce is becoming more diverse with the increasing number of mature workers delaying retirement and working beyond the legal retirement age. Retaining mature workers in...
Applying Diversity-Intelligent Organizational Strategies for Competitive Advantage
Claretha Hughes. © 2022. 29 pages.
Competitive advantage is attained through talent development and leadership. Talented employees seek career advancement, change, and success. Organization leaders must integrate...
Launching Diversity-Intelligent Strategies in Organizations: A Leadership Development Perspective
Claretha Hughes. © 2022. 30 pages.
The purpose of this chapter is to provide diversity intelligent strategies that can be used by leaders to eliminate ineffective diversity efforts, enhance effective diversity...
Implementation Strategies for Improving Diversity in Organizations
Claretha Hughes. © 2021. 451 pages.
Awareness and inclusion are not enough to create effective change in organizations and society. Instead, organizations must implement strategies to ensure that they not only...
Launching Diversity-Intelligent Strategies in Organizations: A Leadership Development Perspective
Claretha Hughes. © 2021. 38 pages.
The purpose of this chapter is to provide diversity intelligent strategies that can be used by leaders to eliminate ineffective diversity efforts, enhance effective diversity...
Re-Conceptualizing Diversity Management: Organization-Serving, Justice-Oriented, or Both?
Marilyn Y. Byrd, Claretha Hughes. © 2021. 36 pages.
This chapter highlights how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus...
Applying Diversity-Intelligent Organizational Strategies for Competitive Advantage
Claretha Hughes. © 2021. 37 pages.
Competitive advantage is attained through talent development and leadership. Talented employees seek career advancement, change, and success. Organization leaders must integrate...
Strategies for Attracting, Maintaining, and Balancing a Mature Workforce
Claretha Hughes. © 2020. 338 pages.
There is no end in sight as the Fourth Industrial Revolution becomes more prevalent across the world. Artificial intelligence (AI) is making it imperative that machines and...
Proposing a Diversity Intelligence Training Framework for Leaders and Managers to Attract, Maintain, and Balance Mature Workers
Sheron Lawson, Claretha Hughes. © 2020. 27 pages.
The workforce is becoming more diverse with the increasing number of mature workers delaying retirement and working beyond the legal retirement age. Retaining mature workers in...
Influencing People and Technology Using Human Resource Development (HRD) Philosophy
Claretha Hughes, Matthew W. Gosney, Cynthia M. Sims. © 2019. 13 pages.
Historically, American workers are continuing to be displaced by the productivity gains of technology and the competition for cheap laborers in a globalized economy. Human...
Influencing People and Technology Using Human Resource Development (HRD) Philosophy
Claretha Hughes, Matthew W. Gosney, Cynthia M. Sims. © 2018. 11 pages.
A Paradigm Shift for Diversity Management: From Promoting Business Opportunity to Optimizing Lived Career Work Experiences
Marilyn Y. Byrd, Claretha Hughes. © 2018. 27 pages.
This chapter brings to light how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a...
Leveraging Diversity for Competitive Advantage
Claretha Hughes. © 2017. 26 pages.
Competitive advantage is attained through talent development and management. Talented employees seek career advancement, change, and success. Organization leaders must integrate...
Preface
Claretha Hughes. © 2016. 7 pages.
This Preface is included in the book Bridging the Scholar-Practitioner Gap in Human Resources Development.
Human Resource Development as a Knowledge Management System: The Importance of Bridging the Scholar-Practitioner Gap
Claretha Hughes, Matthew W. Gosney. © 2016. 19 pages.
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...
Use Value and HRD and HRM Flexibility: Implications for HRD Practice
Claretha Hughes, DeVaughn Stephens. © 2016. 19 pages.
Human Resource Development (HRD) and Management (HRM) flexibility emphasizes flexible learning, educational technology, flexible firm model, human resource flexibility, high...
Use Value and HRD and HRM Flexibility: Implications for HRD Practice
Claretha Hughes, DeVaughn Stephens. © 2016. 21 pages.
Human Resource Development (HRD) and Management (HRM) flexibility emphasizes flexible learning, educational technology, flexible firm model, human resource flexibility, high...
Impact of Diversity on Organization and Career Development
Claretha Hughes. © 2015. 342 pages.
Today’s workforce represents individuals of various backgrounds and experiences. The influence of such individuals is becoming an important component in the workplace and...
Engaging Adult Learners with Innovative Technologies
Dennis Beck, Claretha Hughes. © 2014. 16 pages.
This chapter suggests and explores the need for a paradigm shift regarding the use of innovative technologies to engage adult learners. Some concerns addressed are: 1) The ways...
Engaging Adult Learners with Innovative Technologies
Dennis Beck, Claretha Hughes. © 2013. 16 pages.
This chapter suggests and explores the need for a paradigm shift regarding the use of innovative technologies to engage adult learners. Some concerns addressed are: 1) The ways...
Behavioral Initiatives
Claretha Hughes. © 2013. 14 pages.
Organizations that operate within the behavioral perspective often focus more on the technological impact within the workplace environment rather than employee roles. They have...
People, Technology and Human Resource Development (HRD) Philosophy
Claretha Hughes, Matthew W. Gosney. © 2012. 12 pages.
Technology and people are present in all organizations. How they are managed and developed is essential to the competitive advantage of organizations. Understanding the dynamics...
Valuing People and Technology in the Workplace: A Competitive Advantage Framework
Claretha Hughes. © 2012. 421 pages.
Valuing People and Technology in the Workplace: A Competitive Advantage Framework introduces a more proactive, strategic approach to bring employees into, and develop them...
Implementation Concerns of Scholar-Practitioners: A Pilot Study of the Link between Research and Practice
Claretha Hughes, Jai Wang, Wei Zheng, Laird McLean. © 2012. 16 pages.
The challenge of combining research and practice in HRD has led to continuing debate on who are scholar-practitioners and how they integrate research and practice in the...
Leveraging Workforce Diversity through a Career Development Paradigm Shift
Claretha Hughes, DeVaughn Stephens. © 2012. 11 pages.
Many diverse individuals may not have previously been considered mainstream within organizational career development strategies (Avery, 2011). The objectives of this chapter are...
People, Technology and Human Resource Development (HRD) Philosophy
Claretha Hughes, Matthew W. Gosney. © 2012. 12 pages.
Technology and people are present in all organizations. How they are managed and developed is essential to the competitive advantage of organizations. Understanding the dynamics...
Implementation Concerns of Scholar-Practitioners: A Pilot Study of the Link between Research and Practice
Claretha Hughes, Jai Wang, Wei Zheng, Laird McLean. © 2010. 15 pages.
The challenge of combining research and practice in HRD has led to continuing debate on who are scholar-practitioners and how they integrate research and practice in the...