Training and Staff Development: Integrated or Isolated?

Kane, Robert L; Abraham, Morris; Crawford, John D.

doi:10.1177/103841119403200209

Cited by 9 publications

(7 citation statements)

References 18 publications

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“…Ridoutt et al (2005b) found some employers believed that supporting employees to obtain qualifications has utility other than forming skills by demonstrating to employees that they are valued and by fostering a general learning environment. Kane, Abraham and Crawford (1994) found such training and development strategies may evolve in larger companies to match organisational strategies. On the other hand, smaller businesses tended to be more discriminating when assigning worth to qualifications; and favoured a closer correlation in time between the investment of resources and returns to the enterprise.…”

Section: Discussionmentioning

confidence: 99%

The importance employers attach to employee qualifications

Smith¹,

Ridoutt²

2007

Asia Pacific Journal of Human Resources

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Data from quantitative and qualitative sources were gathered from enterprises in five industry sectors (construction, manufacturing, services, transport and other) using targeted interviews, focus groups, a mailed questionnaire survey (N = 81) and a telephone interview survey (N = 69) to ascertain the level of importance employers place on their employees' qualifications. Analysis was undertaken to determine whether employers value qualifications differently by type of employee (e.g. job classification); the type of human resource management decision; and the business risk being managed. The study results suggest that employers generally value qualifications less than stakeholders inside the formal education and training system. Employer perspectives appear to vary according to enterprise size and other characteristics. However, all employers distinguish between formal qualifications and relevant experience. They seek outcomes from training consistent with their perception of business needs and how competence contributes to satisfying those needs (including minimising risks).

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Section: Discussionmentioning

confidence: 99%

The importance employers attach to employee qualifications

Smith¹,

Ridoutt²

2007

Asia Pacific Journal of Human Resources

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“…(2001) found that organizations fail to build a link between organizational strategy, management development policy and management development activity. Kane et al. (1994) used Kane's (1986) model to study whether or not the training and development function was integrated with organizational and human resource management objectives.…”

Section: A Model Of Management Development Effectivenessmentioning

confidence: 99%

“…The study found that training and development activities do not seem to be interrelated with human resource management variables. Linking management development procedures to established corporate objectives or to the needs of a business is essential for development activities to assist organizations to meet their objectives (Cascio, 2003; Friedman, 1990; Kane et al. , 1994; Robinson & Robinson, 1989).…”

Section: A Model Of Management Development Effectivenessmentioning

confidence: 99%

Predictors of management development effectiveness: an Australian perspective

D’Netto

Bakas

Bordia

2008

Int J Training Development

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Management development is increasingly adopted by organizations seeking to attract and retain talented employees. This research project assessed the current state of management development in Australia. Specifically, this paper sought to identify variables associated with management development effectiveness. A model of management development effectiveness was developed and tested in this study through path analysis using the Analysis of Moment Structures Program. Data were collected from 206 managers in 153 organizations in Australia. Eighteen different industries are represented in the sample. The observed model had a good fit with the predicted model and all the predicted paths were significant and in the expected direction. Link to corporate strategy and opportunities for skill utilization were the two variables most closely associated with management development effectiveness. The implications of these findings for improving management development effectiveness are discussed.

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“…Again, it is important to caution that, even though HR managers may identify these areas for policy renewal, it cannot be assumed that policies will be effectively integrated or implemented. Kane et al (1994), for example, report evidence of a lack of strategic use of training and staff development. Much training and development activity was seen to allow individuals to realize their potential but it was not really connected with an organizational purpose or integrated with other HR and organizational variables despite attempts to emphasize this importance.…”

Section: Discussionmentioning

confidence: 99%

Support for an HR Approach in Australia: The Perspective of Senior HR Managers

Fisher

Dowling

1999

Asia Pacific Journal of Human Resources

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Results from a national survey of membership of the professional body the Australian Human Resources Institute (AHRI) provide clear support that senior HR managers have internalized key features of an HR approach and have largely moved away from the personnel mindset. Results also indicate that recent HR policy initiatives have focused on recruitment and selection, training and development and performance appraisal. These policy areas are complementary, central to strategic HRM and reflect an attempt to develop key HR capabilities. Further HR policy areas that are discussed at the senior management committee level reinforce policy initiatives being taken by HR managers. There is also adequate opportunity for this group of senior HR managers to communicate their ideas directly with the CEO. These findings raise important questions about how this perceived move towards an HR approach will be received and supported elsewhere in the organization. Sector and ownersbip were also taken into account. HR managers in the private sector were more willing to embrace a business focus and greater emphasis is given to training by overseas-owned firms.

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Training and Staff Development: Integrated or Isolated?

Cited by 9 publications

References 18 publications

The importance employers attach to employee qualifications

The importance employers attach to employee qualifications

Predictors of management development effectiveness: an Australian perspective

Support for an HR Approach in Australia: The Perspective of Senior HR Managers

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