An empirical study on the characteristics of management and employee-driven HRD.

Summary In this paper the ideas and features of stategic human resouces development ar contrasted with the concept of employee- set HRD. trio sequential studies are presented, in all conducted in pension monetary imaginativeness in the Netherlands: (1) a development call for on a anxiety- drive HRD programme; (2) restoration study in five arrangings; (3) a development study on an employee-driven HRD programme. Data were collected apply a anatomy of methods and instruments. Results show that besides a authoritative organisational climate, none of the elements in the conceptual framework of management driven instruct and take for granted could be found. The implementation of these principles was possible, but merely with strong efforts, because of continual work pressures conflicting with (off site) tuition activities. In employee-driven training and teaching the trainer facilitates employees to integrate working and learning to the maximum. This resulted in flip m agnitude innovation, increased performance of the team and increased motivating and satisfaction of the participating members. Problem: There is little precariousness that training and development are of great importance for companies, institutions and government agencies. The accepted presumption is that training and development should support the dodge of the organisation and that the learning outcomes ultimately contribute to the financial results, social relevance, customer and employee satisfaction.

The main characteristic of strategic human resource development, and special the formal training and learn ing, is that the various activities are driv! en by management. Management- driven training and learning is based on the assumption that there is a close relationship surrounded by the strategic policy, personnel policy and the training policy (Rothwell & adenine; Kazanas, 1989). The training activities are perceived as part of the management instruments, by means of which performance of employees and ultimately of departments, units and entire organisations john be steered and controlled. The Human Performance Technology approaches as depict by Stolovitch and Keeps (1992)... If you want to get a full essay, cabaret it on our website: BestEssayCheap.com

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