In recent decades, the experiences of work and the performance outcomes associated with work have been loosely, yet gradually connected in research and practice (Adler, 2001; Chalofsky and Krishna, 2009; Cho, Cho and McLean, 2009). This connection is reflective of the increasing humanization of the workplace, the globalization of work, and the unification of human development and organizational structures (Chalofsky, 2010; Kuchinke, 2010). Interestingly, increasing research in the field of human resource development (HRD) is moving toward the intersection of such connections.
