A Review of Human Resource Development Trends and Practices in Australia

Abstract

The Problem. The evolution of human resource development (HRD) practices in Australian-based organizations has been the focus of only limited rigorous longitudinal research. Consequently, HRD practitioners lack data on key trends against which to position their own initiatives. The Solution. This article outlines, analyzes, and comments on the pattern of HRD from the mid-1990s to the present day with reference to economic turbulence and responses to it, especially since the beginning of the global financial crisis in 2007. The central themes of the review are the emergence of more "performance"-oriented approaches toward HRD assessment and evaluation, the HRD practices of multinational companies (MNCs) operating in Australia compared with locally owned organizations, and HRD practices within foreign owned MNCs from different home countries. Data for the article is drawn primarily from the analysis of three iterations of the Cranfield Network on International Human Resource Management (CRANET) Australia survey from the years 1996, 1999, and 2009. The Stakeholders. Practical lessons are drawn from the review concerning the current focus on reactive, performance-oriented, short-term HRD practices and the neglect of more strategic long-term HRD initiatives. The results will be of interest to researchers, policymakers, and HR practitioners.

Informal training and learning in Australian firms: The need for a new perspective

“…The size of organisation is well known to affect the provision of training in general, with larger companies providing more training mainly due to greater resources including the presence of training infrastructure (e.g., McGraw, 2014; UKCES, 2010, p. 40). Turning specifically to informal training, this is seen to be especially important in small businesses, where employers and employees are more focused on ‘learning through doing’ (Dawe & Nguyen, 2007).…”

The mediating role of employee performance in the relationship between human resource management (HRM) practices and police service effectiveness

“…The results show that career planning and employee performance are significantly related. Career planning effectively improves employee (Akhter, Siddique, & Alam, 2013;McGraw, 2014;Thangavelu & Kanagasabapathi, 2019). Prior studies have revealed a positive relationship between career planning and employee performance (e.g.…”

“…HRM practices such as career planning, self-managed teams and performance management help firms enhance their performance by promoting creativity, employee and customer satisfaction and the establishment of positive brands (Delaney & Huselid, 1996;Liao, Toya, Lepak, & Hong, 2009;Noe, Hollenbeck, Gerhart, & Wright, 2019). Career planning effectively improves employee competencies and performance (McGraw, 2014;Zia-ur-Rehman, Faisal, & Khan, 2015). Self-managed teams boost productivity, team effectiveness and employee satisfaction (Druskat & Wheeler, 2003;Tata & Prasad, 2004).…”

HRD Factors and Employee Commitment in Nepalese Organizations: An Empirical Analysis

“…The relationship between career development and T&D activities is emphasized, with career plans implemented through organizational training programs (Sullivan & Baruch, 2009). The alignment of career development with organizational goals, employee needs, and resources available is explored by Gray and Herr (1998), Torrington and Hall (2007), Niles and Bowlsbey (2002), McGraw (2014), and Kakui and Gachunga (2016).…”