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An Empirical Study On The Characteristics Of Management And Employee Driven Hrd

3366 words - 14 pages

SummaryIn this paper the ideas and features of stategic human resouces development are contrasted with the concept of employee-driven HRD. Three sequential studies are presented, all conducted in pension funds in the Netherlands: (1) a development study on a management-driven HRD programme; (2) replication study in five organisations; (3) a development study on an employee-driven HRD programme. Data were collected using a variety of methods and instruments. Results show that besides a positive organisational climate, none of the elements in the conceptual framework of management driven training and learning could be found. The implementation of these principles was possible, but only with ...view middle of the document...

The Human Performance Technology approaches as described by Stolovitch and Keeps (1992) and Rummler and Brache (1995) are examples of management driven performance improvement. However, the alignment of policy and practice appears to be a major problem. Keursten (1999) indicates a number of critical elements that inhibit a tight alignment of company strategy and training practice. In the first place, the change processes in the organisations take place at a faster pace than the speed of the formal training process of needs assessment, design, development, delivery, implementation and evaluation. In the second place, the changes and innovations require the permanent development of new competencies. The training setting does not offer an adequate solution as employees are less and less available for formal activities in a training centre. Work pressure and the constant demand for productivity create major problems when planning employees for training activities. And finally, the estimated poor return on investment in training (Baldwin & Ford, 1988) obfuscate the relationship between the company strategy, and training as an effective management instrument. This problematic relationship asks for further investigation of management-driven training and development and the exploration of alternatives.Goal: This paper reports on a series of empirical studies in the Netherlands on the inhibiting factors in management-driven HRD and explores the opportunities for employee-driven training and development. It aims at a better understanding of the problematic relationship between formal strategy and training practice and offers some suggestions for improved learning approaches in the domain of Human Resource Development. The full research report has been published by Van der Waals (2001).Conceptual framework: Based on the Kirkpatrick Model (1959), effectiveness in management- driven training and learning is perceived as the contribution made to the (long-term) success of the organisations. In particular, is meant the degree to which training and learning lead to the projected learning results (output) and to the desired performance improvement, and ultimately, the impact on the organisation (outcome). The characteristics influencing effectiveness of training and learning are based on the Baldwin & Ford model (1988). In this model trainee characteristics, training design and work environment form the main inputs, while learning and retention are the resulting training output. In our research the conceptual model has been elaborated and is depicted in figure 1: A conceptual framework for management-driven training and development. (insert Figure 1 here: A conceptual framework for management-driven training and development )The trainee characteristics are composed of experience, and learning skills, age, learning style, self-efficacy & motivation, commitment to work. The training organisation has been extended from just training design and comprises...

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