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        <title>International Journal of Human Resource Development: Practice, Policy and Research Feed</title>
        <link>https://sciendo.com/journal/IJHRD</link>
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            <title>International Journal of Human Resource Development: Practice, Policy and Research Feed</title>
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            <link>https://sciendo.com/journal/IJHRD</link>
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        <copyright>All rights reserved 2026, University Forum for Human Resource Development &amp; World Federation of People Management Associations</copyright>
        <item>
            <title><![CDATA[Degree Apprenticeships, Foundation Degrees and Workforce Development in the United Kingdom: A Bibliometric Review and Research Agenda]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0010</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0010</guid>
            <pubDate>Wed, 17 Dec 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

Technical and vocational education and training (TVET) has received considerable attention in recent decades as successive governments in the United Kingdom (UK) have sought to encourage more cost-effective training and minimize perceived skills shortages. Since the turn of the millennium, two degree-level TVET qualifications have arisen in the UK to support workforce development and instil those higher level cognitive and technical skills that are required by industry: foundation degrees and degree apprenticeships. This bibliometric review analyses the current state of research that has examined such TVET programmes, focusing more particularly on issues linked to workforce development and business-related TVET subjects in the UK. Through quantitative bibliometric analysis, a nascent dataset of 34 peer-review research articles focusing on this topic area was generated from the Elsevier Scopus database. Bibliographic data were then analysed to identify key authors, current foci of existing research and long-term publication patterns to provide a framework to map current knowledge structures and patterns within this area. The paper contributes to TVET literature by positioning the study within existing scholarly discourse and objectively identifying those areas where research is lacking, as a guide for future studies. Given the relatively nascent state of existing publications, five potential avenues for future research were identified, with particular scope to expand future research agendas in business-related TVET areas from human resource development and workforce development perspectives.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Special Issue Editorial: The Role of Technical and Vocational Education and Training (TVET) in Workforce Development]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0009</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0009</guid>
            <pubDate>Wed, 17 Dec 2025 00:00:00 GMT</pubDate>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Perspective: Reclaiming the Vocational Mission: The 2025 Post-16 Skills White Paper]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0014</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0014</guid>
            <pubDate>Wed, 17 Dec 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

This article critically examines the evolution and future trajectory of technical and vocational education within the context of the 2025 Post-16 Education and Skills White Paper. It evaluates how emerging policy mechanisms — namely the Growth and Skills Levy, the Youth Guarantee, and the national ambition for two-thirds of young people to attain higher technical or degree-level qualifications by age 25 — reposition work-based learning as a cornerstone of England’s education and economic strategy. Drawing on policy discourse, academic literature, and comparative international analysis, the article explores both the opportunities and structural tensions embedded within the current reform agenda. It concludes with evidence-informed recommendations to ensure technical education remains credible, equitable, and sustainable within England’s evolving technical and vocational education and training (TVET) landscape.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Degree Apprenticeships: Autoethnographic Insights into Academic Support for Degree Apprenticeships]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0012</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0012</guid>
            <pubDate>Wed, 17 Dec 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

Degree apprenticeships combine academic study with practical work-based training, providing individuals with the opportunity to gain a degree while developing within the workplace. Apprenticeships offer organisations the opportunity to develop a skilled, engaged workforce tailored to their specific needs, ensuring a strong alignment between employee skills and workforce planning. Drawing on Vygotsky’s social constructivism theory (1978), this study explores how academic support services scaffold apprentices' learning by bridging the gap between academic theory and workplace practice (Bockarie, 2002).
This paper seeks to address the need to identify and evaluate the effectiveness of academic support within degree apprenticeship programmes by drawing on the autoethnographic insights of an apprenticeship course leader to explore the complexities of delivering academic support and asks: How do support services contribute to the success of apprentices in a UK degree apprenticeship programme? Through a critical examination of the course leader’s experiences, this research highlights the tensions, and successes, encountered in designing and implementing support services that balance apprentice needs, academic study and workplace demands. This study is significant for practitioners, institutions, and employers, providing valuable insights into how support structures provide for the unique needs of degree apprentices.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Management Development, Making it All Worthwhile: Introducing a Tripartite System of Transfer Grounded in the Relationships Inherent in an Apprenticeship Model of Delivery]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0011</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0011</guid>
            <pubDate>Wed, 17 Dec 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

This study investigates the link between the tripartite actors (learner, employer and training provider) involved in an apprenticeship – and the known variables identified in successful transfer of training. A new systems-based model of transfer is proposed which integrates the pre training environment, learning phase, and post training environment with the tripartite actors inherent in an apprenticeship. The model was applied to a L5 management apprenticeship delivered to an open cohort. This is a qualitative explorative study which applied thematic analysis to reflective reports completed by learners during the apprenticeship. Six themes have been identified which demonstrate how the apprenticeship generates a holistic transfer climate. The tripartite actors and known transfer variables interact at multiple stages in this system to multiply the effect of each, leading to positive transfer. The study contributes to the literature by refocusing researchers’ attention on the systems approach to transfer whilst also adding to the slow but growing knowledge supporting the impact of apprenticeships on management learning.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Barriers to Embedding Employability: Are Academics the Problem?]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0013</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0013</guid>
            <pubDate>Wed, 17 Dec 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

Employability has long been a central, albeit often contested, concept within the discourse of Higher Education (HE) in the United Kingdom. Traditionally, discussions surrounding graduate outcomes have focused on a quartet of primary stakeholders: students; prospective employers; university policy; and government policy. While these groups undeniably play pivotal roles in shaping the landscape of graduate employment, this paper confronts a critical, often implicit, question: could academics pose a key barrier to the embedding of employability? We argue that academics, frequently perceived as a barrier and/or omitted from strategic institution-specific as well as sector-wide-policy discussions, are in fact integral and interconnected stakeholders whose active engagement is essential for robust integration of employability within the fabric of HE. This paper will offer a conceptual viewpoint in the evolving understanding of employability, explore persistent barriers to its effective integration, specifically examining the academic perspective, and offer forward-thinking case studies that champion a more holistic, interconnected, and culturally embedded approach, particularly emphasizing the vital contributions of academic and professional services colleagues.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Reverse Mentoring: Transforming Learning at Individual, Team, and Organizational Levels to Build Belonging in the Workplace]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0006</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0006</guid>
            <pubDate>Wed, 25 Jun 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

As the modern workplace undergoes rapid transformation, traditional learning approaches are increasingly insufficient in addressing the complexities of a multigenerational workforce. With as many as six generations now coexisting within organisations — from the Silent Generation (1928–1945), Baby Boomers (1946–1964), Gen X (1965–1980), Millennials (1981–1996), and Gen Z (1997–2012), to the emerging influence of Gen-AI, there is a critical need for innovative learning strategies. Reverse mentoring has emerged as a structured approach to fostering cross-generational and experiential learning, promoting inclusivity, innovation, and adaptability. This paper provides a historical overview of reverse mentoring, examines the predominantly qualitative research conducted in this domain, and presents a comprehensive framework for the effective design and implementation of reverse mentoring programmes within organizational contexts.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Coaching, Mentoring, Volunteering and Work – What Works and What Doesn’t]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0005</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0005</guid>
            <pubDate>Wed, 25 Jun 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

This perspective piece provides an outline of how mentoring, rather than coaching, is prevalent in the voluntary sector and used as a tool to develop skills in volunteers. Mentoring, a voluntary activity, is chosen over coaching, usually a paid activity, and examples of developmental and peer mentoring programmes are outlined. The learning drawn from these examples at individual, team, and organization level are outlined and the need for a higher level of involvement by HRD professionals in the design and implementation of mentoring programmes is recommended.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Effectiveness of an Employee Wellbeing Coaching Programme Delivered Across Primary Healthcare in England]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0002</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0002</guid>
            <pubDate>Wed, 25 Jun 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

This study aimed to evaluate the results of a coaching programme, delivered virtually by external coaches, to support the psychological wellbeing of primary healthcare workers in England including general practitioners, dentists, pharmacists, and optometrists. Changes in perceived wellbeing and resilience were measured using the Short Warwick–Edinburgh Mental Wellbeing Scale (SWEMWBS) and Brief Resilience Coping Scale (BRCS). 662 participants completed pre- and post-coaching surveys. Of these, 216 also completed a follow-up survey. 20 interviews were conducted. Average scores significantly improved between pre-coaching and post-coaching on both SWEMWBS (partial η2=0.149) and BRCS (partial η2=0.134) and significantly declined between post-coaching and follow-up. Wellbeing scores at follow-up were greater than at pre-coaching. Increased wellbeing led to less intentions to leave (individual level) and increased most following multiple sessions. From interviews, wider impact was indicated (team and sector levels) which included supporting others and managing rising demand. This study increases our understanding of coaching as an intervention for employee wellbeing. Impact beyond individual level has emerged (e.g. improved team relationships). Previous research utilizes smaller samples or excludes follow-up data. Employers of time-pressured employees should consider short coaching sessions and how to sustain outcomes for longer.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Intergenerational Mentoring and Intergenerational Learning: A Scoping Review]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0003</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0003</guid>
            <pubDate>Wed, 25 Jun 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

Baby boomers are currently the smallest generation in the workplace, while millennials make up the largest group (36%), followed by Gen X (31%) and Gen Z (18%). The presence of four generations in the workplace suggests that each cohort possesses distinct characteristics, values, and expectations. It is essential for leaders to develop strategies that promote respect, collaboration, and coexistence, effectively bridging the generational gap. Due to limited understanding and research of the impact in this area, this scoping review will explore two strategies aimed at enhancing collaboration and coexistence: intergenerational mentoring (IM) and intergenerational learning (IL). The following three questions guided this study: What is intergenerational mentoring and intergenerational learning? How is intergenerational mentoring and intergenerational learning related and different? What should leaders do to implement intergenerational mentoring and intergenerational learning approaches? The findings indicate that IM is an IL strategy and is a conduit for intergenerational knowledge sharing, collaboration, and cohesion. Intergenerational mentoring involves creating environments where individuals from various generations participate in reciprocal learning, benefiting their organizations, communities, and society as a whole. Intergenerational mentoring acts as a catalyst for understanding, respect, relationships, collaboration, and cohesion across all generations.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Using Diverse Perspectives to Evolve a Higher Education Coaching Programme]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0004</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0004</guid>
            <pubDate>Wed, 25 Jun 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

As higher education institutions face mounting pressure to improve graduate employability, coaching has become a valuable tool for development. However, there is limited research on its systematic use within undergraduate programmes. This study investigates the effects of a multi-perspective coaching programme on the learning outcomes and employability prospects undergraduates in Higher Education (HE). Building upon the exploration of coaching’s potential within higher education, this study seeks to address several critical areas of impact with the following key research questions (RQs) guiding the investigation:
1. How does coaching impact students learning outcomes and employability?
2. How can group coaching positively impact group learning?
3. How does coaching, either individual or group have sustainable impact?
These questions aim to shed light on the diverse ways in which coaching may influence not only individual students but also group learning and organizational impact upon employment of these coached students. This qualitative study employs a social constructivist framework, drawing on student reflections, focus group discussions, and semi-structured interviews. The findings suggest that structured coaching programmes play a transformative role in student learning, significantly enhancing career readiness and employability. These insights have direct implications for institutional student support strategies, advocating the integration of coaching frameworks in higher education curricula to bridge the gap between academic learning and workforce expectations.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Learning Across Cultures: Perspectives on Embedding Cultural Competence in Coaching Education]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0008</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0008</guid>
            <pubDate>Wed, 25 Jun 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

Coaching offers a transformative tool for individual growth and organizational transformation, yet the absence of standardized cultural competence frameworks in coaching education limits its impact. The purpose of this article is to explore our emerging research findings on cultural competence in coaching education, drawing from a literature review, a survey of coaching educators, as well as follow-up interviews on how they incorporate cultural competence into their programmes. We examine how we arrived at this research, the key insights gained thus far, and how these insights inform learning at the individual, team, organizational, and policy levels. We call on HRD professionals to embed cultural competence as a central element of coaching education, fostering equitable, learning-centreed workplaces where both clients and coaches can grow, thrive, and succeed.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[A Reflection on Coaching: Bringing Us Up to Date and a Look Ahead]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0007</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0007</guid>
            <pubDate>Wed, 25 Jun 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

The coaching profession has evolved greatly over the past decade, making now an ideal time to evaluate its current state. The number of professional coaches has grown dramatically, and the efficacy of the coaching modality has been proven. In addition, specialty coaching, that is coaching within a domain in which the coach has expertise, has emerged for coaches looking to establish a niche practice. Coaching skills are being more broadly deployed in team coaching by managers and leaders, and increasingly by everyone in organizations. And since coaching skills enhance dialogue, they can improve communication and mutual understanding in all conversations, which benefits individuals (micro), teams and organizations (meso) and the wider global community (macro). Finally, emerging artificial intelligence (AI) technology is poised to further grow and evolve the profession, which in turn would benefit individuals, teams, and organizations. With this in mind, the purpose of this perspectives paper is to introduce some of what we know about coaching with a view to encouraging the reader to think about what is next.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Editorial: Special Issue Editorial: Coaching and Mentoring in the Workplace, and its Impact on Learning at Multiple Levels]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2025-0001</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2025-0001</guid>
            <pubDate>Wed, 25 Jun 2025 00:00:00 GMT</pubDate>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Constructing Careers ‘in Chaos’. Exploring Career Progress of Expatriates and Repatriates on Career Ladder or Career Lattice Pathways]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2024-0013</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2024-0013</guid>
            <pubDate>Mon, 24 Feb 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

This article explores expatriate and repatriate career progress on career ladder and lattice paths through the theoretical lenses of career construction theory, chaos theory of careers and the career ladder versus career lattice model. The research method is an exploratory, qualitative study, using purposive sampling and snowball sampling techniques. 78 interviews were conducted with expatriates and repatriates originating from countries across the globe. Findings reveal that respondents had multidirectional global careers, shifting from linear, hierarchical career ladder paths to non-linear, unpredictable career lattice paths on which they made career progress. This paper contributes to the international HRD literature by providing insight into the different meanings of career progress of expatriates and repatriates on diversified, multidirectional, dynamic career paths that continually evolve across the lifespan. A limitation of this study was that it relied on self-reports of expatriates and repatriates regarding their career pathways and career progress. Future research should incorporate data triangulation by a multi-actor and a multi-source approach to gain insights into constructing global career paths to facilitate expatriate and repatriate career progress. Implications for practice are the integration of individual career mastery with organizational career path planning to enable expatriates’ and repatriates’ career progress on multidirectional career pathways.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Workload negotiations for early and mid-career researchers in an Athena Swan gold-awarded department]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2024-0009</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2024-0009</guid>
            <pubDate>Mon, 24 Feb 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

In the UK academia, the Athena Swan (AS) Charter, established in 2005 is considered a significant innovation to improve women’s representation in senior positions. While several studies claim a measurable improvement in structural and cultural issues faced by women in AS-accredited universities, studies question the legitimacy of these claims considering persistent gender issues in academia. Using a grounded theory approach, the current study addressed this gap by investigating the impact of AS accreditation on the lived experience of early- and mid-career academics in UK Science, Technology, Engineering, and Mathematics (STEM) subject areas. The findings show the performativity dimension for women who work in these spaces where women are required to undertake additional workload, which disrupts their more rewarding research activities. The added workload for women includes blood work associated with managing emotions, pain, and menstrual bodies in the science lab, as well as mothering responsibilities associated with cleaning and maintaining the lab spaces, and caring and nurturing work associated with pastoral care duties. This study argues that this added workload can have negative implications for women’s careers, which is not reflected in AS workload models.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Human resource development strategies for effectively developing middle managers at global conglomerates to create synergies through cross-business collaboration]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2024-0011</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2024-0011</guid>
            <pubDate>Mon, 24 Feb 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

When corporations develop multiple businesses, they become conglomerates. Companies such as Apple, Google, and Amazon have become emerging conglomerates by expanding their business toward several new fields. Although conglomerates suffer from discounts in the stock market, their productivity and efficiency depend on effectively managing sub-businesses. Conglomerates must synergize through cross-business collaborations, where middle managers play a significant role in strategy realization. However, little research has been conducted on middle managers’ strategic role in the success of conglomerates. This multi-case qualitative study is designed to address this gap. This study reveals that middle managers are important for conglomerates in creating synergies. By developing 11 themes, this study thematically categorizes related development programmes and corporate initiatives for middle managers to create cross-business synergies. Finally, it demonstrates a three-step process for human resource development managers and corporate executives to evaluate whether their human resource development strategies are adequately established. In addition, the results reveal two categories of managerial strategy for middle manager development — collaborative and open/flexible management strategies.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[How the big five psychological factors affect phishing: A literature review]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2024-0007</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2024-0007</guid>
            <pubDate>Mon, 24 Feb 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

Phishing is a social engineering attack which intends to steal information from an intended victim by masquerading as a reputable source. It is a ubiquitous problem in modern day society and organizations, which is not likely to slow down.
The Big Five psychological factors model is one which is widely used and has been shown to largely explain how someone behaves.
Yet the results of the Big Five factors’ interface with phishing response is not clear as of yet. The purpose of this study was to elucidate the interactions between phishing and the Big Five factors.
This study used an integrative literature review method to examine the relationship between the Big Five psychological factors and the phishing response. This theoretical model developed from the research can then be used to suggest human resource development (HRD) interventions within organizations. Such interventions can aid both the organizations and their employees to avoid the negative outcomes from phishing.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[The design of hybrid work for improved employee engagement and well-being: perspectives for HRD practice]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2024-0010</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2024-0010</guid>
            <pubDate>Mon, 24 Feb 2025 00:00:00 GMT</pubDate>
            <description><![CDATA[

Although hybrid work has increased and is here to stay, organizations are still experimenting with the design and the appropriate interventions required. Evidence is emerging that the well-being and employee engagement of staff has declined in hybrid work and it is necessary to understand this as a critical priority for HRD professionals. This study explores the key factors influencing the design of hybrid work for improved well-being and staff engagement through a systematic synthesis of the literature involving 78 empirical, conceptual or theoretical studies. The study identifies five distinct factors followed by key propositions for practice that offer recommendations around the following areas: A well-equipped space with appropriate workplace and time flexibility, culture and leadership development through communication and collaboration mechanisms, allocation of jobs, and tasks to prevent stress and the networks and tools to promote staff collaboration. Adequate training and interventions to avoid technostress and burnout due to digital workloads are essential for improved well-being. The article draws on international evidence to propose guidelines for designing hybrid work models. However, most evidence comes from the United States, the United Kingdom, and the European Union. In the future, exploring other contexts and offering a more universal framework for hybrid work would be beneficial.
]]></description>
            <category>ARTICLE</category>
        </item>
        <item>
            <title><![CDATA[Editorial - December 2024 Issue]]></title>
            <link>https://sciendo.com/article/10.2478/ijhrd-2024-0006</link>
            <guid>https://sciendo.com/article/10.2478/ijhrd-2024-0006</guid>
            <pubDate>Mon, 24 Feb 2025 00:00:00 GMT</pubDate>
            <category>ARTICLE</category>
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