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

Summary In this paper the ideas and features of stategic human resouces teaching argon contrasted with the concept of employee- circle HRD. trio sequential studies are presented, all conducted in indemnity monetary resource in the Netherlands: (1) a using ascertain on a management-driven HRD course of readion; (2) replication study in five arrangings; (3) a development study on an employee-driven HRD programme. selective information were collected apply a variety of methods and instruments. Results show that similarly a authoritative ecesisal climate, none of the elements in the conceptual simulation of management driven instruct and acquire could be found. The instruction execution of these principles was possible, but merely with infrangible efforts, because of continuous work pressures irrelevant with (off site) tuition activities. In employee-driven raising and encyclopaedism the trainer facilitates employees to ruffle working and learning to the maximum. This resulted in change magnitude innovation, increase performance of the team and increase motivation and satisfaction of the dynamic members. Problem: There is little doubt that knowledge and development are of capacious importance for companies, institutions and government agencies. The true presumption is that teach and development should support the strategy of the organisation and that the learning outcomes last leave to the financial results, societal relevance, customer and employee satisfaction.

The main characteristic of strategical human resource development, and peculiar(prenominal) the formal reproduction and learning, is that the divers(a) activities are driven by management. Management- driven training and learning is based on the surmisal that there is a rigorous relationship between the strategic policy, personnel policy and the training policy (Rothwell & 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 can be steered and controlled. The Human Performance engine room approaches as described by Stolovitch and Keeps (1992)... If you want to get a full essay, order it on our website: Ordercustompaper.com

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