Does Management Development Add Value?

While the act of faith approach to management development assumes that training and development will improve performance, and that attention to the people factor will give organizations a competitive advantage, there has been little systematic study of the business benefits of management development. The extent to which competence-based management development made identifiable improvements to individual, organizational and business performance was examined in sixteen organizations using an in-depth embedded case-study protocol developed following the preparatory work of an expert group convened by the Department for Education and Employment (DfEE). Interviews were conducted with senior strategic managers, line managers and members of management work teams, and triangulation was sought with documentary evidence. Case reports were validated with the organizations, then evaluated and ranked by an independent consultancy not involved in the fieldwork. The results provide support for attributing business benefits to management development, particularly in relation to individual and business performance. The performance improvements were found to be most significant where management development is linked with organizational strategy and where Human Resource Development (HRD) systems and processes adopt the management standards developed by Management Charter Initiative (MCI).     

Human resource development (HRD) resilience: a new ‘success element’ of organizational resilience?

ABSTRACT

Endlessly changing business and economic landscapes urge organizations to become resilient to ensure business survival and growth. Yet, in many cases, business world is becoming turbulent faster than organizations are becoming resilient. Relevant research indicates the ways through which organizations could respond to unforeseen events, mainly through suggesting that individual and group resilience could lead to an organizational one. However, research is nascent on how particularly human resource development (HRD) resilience could be built, and thus to contribute to organizational resilience as well. Within today’s business uncertainty and complexity, HRD resilience comes in line with the developmental strategies of organizations. Therefore, the purpose of this perspective article is to set the foundations of the term (HRD resilience) in order to initiate a dialogue around its ability to make a substantial contribution to organizational practice, and thus to be seen as a new ‘success element’ of organizational resilience.     

Preparing for business model change: the “pre-stage” finding

The purpose of this paper is to investigate managers’ initiatives in the context of an emergent technology and their effect on the business models of firms. Building on four case studies of organizations interested in using an emergent technology for commercial purposes, this study applies a process-based framework of business model change. The main finding is that managers’ initiatives occur in the context of a “pre-stage” of potential business model change, which includes processes of experimenting and learning. The pre-stage finding gives a better understanding of when change initiatives affect a business model and when they do not, allowing managers to adopt a more proactive behaviour and guide their organizations towards effective business model change. The main contribution of this paper is to suggest the inclusion of the pre-stage idea in research and practice, since it is an intermediary step in the process of business model change that has been overlooked.     

Planning training programmes to support business initiatives: a model for business and training partnership

The ‘Model for Business and Training Partnership’ (MBTP) draws upon insights of HRD and adult education programme-planning scholars, integrating training and development processes with a typical business-planning model. It is a practical, client-focused programme-planning model designed to promote strategic alliances between the HRD practitioner and business manager at all levels and development phases. The model may be utilized on a cross-functional group project for implementation of a customer relationship management (CRM) system or other large system change initiative within a large organization. This model has not been tested empirically.     

Human resource development in small organizations

This article draws upon case-study research into human resource development (HRD) within three small organizations in the north west of England. It positions the case-study work within an overall framework of doctoral research and summarizes the research design; discusses the characteristics and values of small organizations and how they influence HRD policies and practices: presents findings and conclusions about HRD in the case-study organizations, focusing in particular upon one case in the voluntary sector; compares and contrasts the different models of HRD in the three cases; and concludes with some suggestions for further research.     

Human resource development competencies as predictors of agricultural extension agents' performance in Yemen

Human resource development (HRD) issue is recognized as a significant factor for survival of organizations and professionals, including those in the sector of agricultural extension. Few empirical studies have examined the influence of HRD competency variables on agricultural extension agents' performance. The authors argue that HRD competency variables such as leadership development, communication, programme planning, programme implementation and programme evaluation could predict agricultural extension agents' performance. Questionnaire data were collected from a sample of 290 extension agents in Yemen to discover if HRD competencies affect the performance of extension agents. Regression analysis shows that three variables – competencies in programme implementation, programme evaluation and programme planning – contributed significantly to the performance of extension agents. These predictors explain 42.2% of the variance in the job performance model.     

Trends and challenges of developing human capital in Singapore: an analysis of current practices and future potentials

As one of the most vibrant nations of Asia, Singapore is well known for its dynamic and innovative human capital development initiatives. These are driven mainly by the government policies, with inputs from public sector organizations and large local companies. Human resource development (HRD) related legislations, financial incentives, infra-structural support and deployment of management and info-communication technologies (ICT) help to sustain the national HRD initiatives. This paper presents an analysis of the current practices and future trends and challenges faced by organizations in Singapore. Some of these challenges are: ageing workforce, talent retention and development, rapid technological changes and cross-cultural skills development for working in the emerging markets. Eight trends and challenges identified here are expected to significantly impact the HRD profession in future. Implications of the trends and challenges are also discussed for future research and professional practice.     

A theoretical model of training and its transference: the pivotal role of top management team composition and characteristics

Training is considered an important tool for organizations as they attempt to gain competitive advantages. However, transferring and maintaining the acquired skills and knowledge to the workforce remain problematic. Managerial support is a factor influencing training and its transference. However, the role of top management teams (TMTs) in this process has largely been ignored. This paper posits that the degree to which an organization invests in training initiatives, as well as the percentage of training transference and maintenance, is a function of TMT composition, TMT characteristics, and the degree to which the TMT holds subordinate managers accountable. A model and propositions are advanced in this study.     

Perceptions of the effectiveness of training and development of ‘grey-collar’ workers in the People's Republic of China

An important human resource development (HRD) implication of the People's Republic of China's (PRC) rapidly expanding economy has been the emergence of a critical shortage of grey-collar workers (GCW). Although ‘grey-collar’ has been commonly used in the West to describe an aging population within the workforce, in China it refers to people who are neither white nor blue collar workers but technicians. The shortage of GCW constrains the PRC's economic and developmental sustainability, and has been recognized in central and provincial government initiatives to increase training and development of employees within these fields. While acknowledged as a policy and organizational problem, there has been no research investigating what organizations are doing to develop these employees. Drawing upon a survey of 310 semi-skilled and skilled employees in Beijing, our findings suggest that while the surveyed organizations are investing heavily in both on- and off-the-job training, employees' perceived value of such differs markedly according to age and position. The research has important implications for China's HRD strategy in suggesting links between training and other human resource management (HRM) functions are yet to be evidenced.     

The role of tourism in national human resource development: a Jamaican perspective

Research in the national human resource development (NHRD) field is increasingly considering unique cultural and economic conditions and the influence this may have on a number of employment-related indicators. To date, the NHRD literature has largely ignored issues related to skills training and workforce development in the tourism industry, despite the expanding nature of this dynamic service sector in many nations. This literature review study of NHRD in Jamaica examined ongoing national-level human resource development (HRD) initiatives with specific attention to the current and future impact of NHRD on the tourism industry. The results showed that governmental development plans clearly identified tourism as a key sector for economic growth to support larger economic and social development goals. Furthermore, the development of human resources in the tourism sector was seen as being of vital importance for tourism organizations and for the continued development of Jamaica. The existing NHRD literature has largely overlooked the potential influence and future role of the tourism industry to assist in education, training and development goals at the national level. Recommendations are made for additional research exploring connections between NHRD and tourism employment.     

Korean corporate HRD in transition: issues and challenges

The purpose of this study was to explore the human resource development (HRD) practices of Korean corporations in order to highlight predominant concerns and issues. A comprehensive review of literature and empirical data indicated three recurring practices. The first was that Korean corporate HRD showed a tendency to transform informal communicative practices found in workplace settings into formally structured HRD interventions. By doing so, HRD extended its control throughout all possible types of training and learning experiences occurring in the workplace. Second, as host organizations requested HRD to play the role of strategic business partners, the function of HRD was found to be the regulation of organizational needs by focusing on the development of high potential individuals within organizations. Third, with today's demographic shift such as the increasing elderly population and the increasing number of women in the workplace, the monolithic interventions of HRD seemed no longer appropriate.     

Non-governmental organizations and the socio-economic development of low-income women in India

This literature review focuses on the socio-economic development of low-income women in India. The study describes how non-governmental organizations (NGOs) in India attempt to fill gaps in governmental support for marginalized women in the Indian workforce. Some scholars have recommended expanding the boundaries of human resource development (HRD) to include multiple topics in a variety of contexts to investigate the holistic development of individuals. Gaps exist in current HRD literature regarding the status of low-income women in India. This article argues that many Indian NGOs are capable of serving the needs of women in informal work sectors and in addition, they can provide a broad non-traditional context for investigating HRD processes and services at a national level.     

A business development approach to planning

In recent years there has been disappointment within industry at the relative failure of strategic planning techniques to contribute significantly to improved business success. Furthermore, this disappointment has tended to grow as planning specialists and academics have developed more complex planning techniques in terms of quantitative and financial models to counter the problem.

In this article, the author states that strategic planning needs to be project oriented, i.e. to adopt a business development approach rather than the present technique of a procedural oriented approach, if the potential rewards are to be realized in practice.     

‘Quality’ part-time work in Australian organizations: implications for HRD

Part-time work is an international phenomenon. Many western countries show similar patterns to Australia, with a significant increase in part-time work in the last twenty to twenty-five years. In Australia, part-time work has developed some unique features, particularly as it often involves lower wages and poor conditions. Part-time employees in Australia are often excluded from human resource development (HRD) activities such as training and career tracks provided to full-time workers. The experience of particular Australian organizations illustrates possible avenues for quality part-time work. This paper examines practical examples of quality part-time work in eight Australian organizations across five industries (nursing, hospitality, retail, local government and the legal profession). Using case study research, the paper discusses the dimensions of quality part-time work in different industry and occupational contexts from an HRD perspective.     

Approaches to HRD in Russian IT-companies in the period of economic crisis

Economic crisis differently impacts on the decisions of companies how to manage human resource development (HRD) initiatives. For the IT sector, intellectual capital becomes a core source of sustainable competitive advantages where HRD is seen like a tool to develop the internal stock of human capital. This article explores the approaches to HRD used by Russian IT-companies during the crisis. On the basis of the conceptual debates regarding the necessity to invest more in HRD programs even in the crisis conditions and our own empirical research, we tried to find out what happened with HRD costs during the crisis and what was the relationship between HRD costs and company’s performance during the crisis in Russian IT-companies. We conclude that Russian IT-companies perceive the value of HRD programs; hence, the most innovative-active and fast developing IT-companies prefer to constantly invest more in HRD initiatives. In crisis conditions, we recommend them to develop and implement more internal training programs.     

Big Data‐Savvy Teams’ Skills,Big Data‐Driven Actions and Business Performance

Prior studies on big data analytics have emphasized the importance of specific big data skills and capabilities for organizational success; however, they have largely neglected to investigate the use of cross‐functional teams’ skills and links to the role played by relevant data‐driven actions and business performance. Drawing on the resource‐based view (RBV) of the firm and on unique data collected from 240 big data experts working in global agrifood networks, we examine the links between the use of big data‐savvy (BDS) teams’ skills, big data‐driven (BDD) actions and business performance. BDS teams depend on multi‐disciplinary skills (e.g. computing, mathematics, statistics, machine learning and business domain knowledge) that help them turn their traditional business operations into modern data‐driven insights (e.g. knowing real‐time price changes and customer preferences), leading to BDD actions that enhance business performance. Our results, raised from structural equation modelling, indicate that BDS teams’ skills that produce valuable insights are the key determinants for BDD actions, which ultimately contribute to business performance. We further demonstrate that those organizations that emphasize BDD actions perform better compared to those that do not focus on such applications and relevant insights.     

New product development in turbulent environments: Impact of improvisation and unlearning on new product performance

Team learning is vital for organizations in order to compete in fast-paced environments. However, the ways learning can be effective in such environments warrents research, especially for teams developing new products under rapidly changing technological and market conditions. Interestingly, recent new product development (NPD) literature demonstrates the essential role of improvisation (i.e., planning and executing any action simultaneously) and unlearning (i.e., changes in team beliefs and project routines) for effective learning and performing under turbulent conditions. However, the combined effect of team improvisation and unlearning on new product success (NPS) has largely been ignored. This paper investigates the nomological relations among team improvisation and unlearning, new product success, and environmental turbulence, and contributes to the literature on NPD team learning, and on team flexibility under turbulent conditions. By examining 197 new product-development projects, we found that (1) environmental turbulence positively affects team unlearning, (2) team unlearning concurrently stimulates team improvisation, (3) team improvisation positively impacts new product success by utilizing/implementing new knowledge acquired by unlearning and improvisation. We further discuss the theoretical and managerial implications of our conclusions.     

Learning and development experiences of self-initiated expatriate women in the United Arab Emirates

The article explores self-initiated expatriate women's experiences of working and learning in the United Arab Emirates (UAE). Adler's (Adler, N. 1987. Pacific basin managers: A Gaijin, not a woman. Human Resource Management 26, no. 2: 169–91) seminal study and Tung's (Tung, R.L. 2004. Female expatriates: The model of the global manager. Organizational Dynamics 33: 243–53) research suggest that expatriate women operating in a foreign host culture are categorized as a ‘Third Gender’: host nationals would perceive them as ‘foreign’ first and ‘women’ second, consequently according them different privileged treatment inworkplaces than host national women colleagues. This qualitative study of self-initiated expatriate women highlights how the women's constructions of themselves as ‘foreign’ and ‘female’ in the UAE provide a lens through which they reflect upon their own experiences of learning and development. In the absence of support from their own organizations and/or driven by their own aspirations, the women embarked upon their professional development initiatives; networking, coaching and formal qualifications. Key themes of vulnerability in being a foreigner, gendered workplaces, informal learning and women's agency in their own learning and development emerge from the analysis. The women's experiences suggest that their ‘Third Gender’ identity frames both constraints and opportunities within their social and work environment. The research focus on self-initiated expatriate women developing their professional practice, without the organizational Human Resource Development (HRD) support normally provided for assigned expatriates, is a key contribution to HRD, expatriate and international management literature where gender has tended to be ignored.     

Supporting the allocation of software development work in distributed teams with multi-criteria decision analysis

In the fast moving software industry, projects have been increasingly developed by distributed teams, which are located in geographically remote offices and collaborate using information communication technologies. In such environments, project distribution presents specific challenges, as work in distributed teams increases project technical complexity, communication lines multiply and stakeholders’ interests may be divergent. Despite the importance and complexity of this type of problem, it seems that there is a lack of reports, in the literature, of systems that could support these decisions. This paper presents a real-world case study, where we developed a multi-criteria model for supporting the distributed team work allocation decision for a major global software company. It was developed with a group of software development project managers, using decision conferencing and multi-attribute value analysis. The model deals not only with software engineering attributes, but also “soft” and strategic issues, like team satisfaction and training opportunities. We also discuss some issues and challenges faced during this modelling process.     

Scenario building: an integral methodology for learning,decision-making,and human resource development

Recognizing and managing the complexities of strategic change is a difficult endeavor for organizational leaders, and is one that is increasingly necessary for organizations that exist in uncertain and rapidly changing environments. Organizations, and the individuals within them, must develop expertise and tools to operate effectively in these conditions. Scenario building has gained attention as a methodology that enriches traditional strategic planning methods by helping organizational leaders recognize and better prepare for the critical uncertainties and complexities of forces driving future change. Scenario building is explored in this article to provide HRD professionals with a solid exposure to the art of scenario building. The process is defined and explained, its history briefly explored, and key benefits as a learning and decision-making tool as well as for the field of human resource development are discussed.