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Stakeholder involvement in strategic HRD aligning: the impact on HRD effectiveness

33 citations0/0 files storedInternational Journal of Training and Development

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Human Resource Development and Performance Evaluation Human Resource and Talent Management Education, Management, Technology, Human Resources

Abstract

The study reported here focusses on the question to what extent stakeholder involvement in HRD policymaking (here referred to as strategic HRD aligning) predicts effective HRD programmes. The study involved 44 large companies in the industrial, financial and commercial services sectors. The findings indicate that involvement of stakeholders in the strategic HRD aligning process, and their opinions on the quality of this aligning process in particular, have a positive effect on perceived HRD effectiveness. The perceived effectiveness is even more positive when the mean company score on the quality of strategic aligning is higher.

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References

1957A Theory of Cognitive Dissonance 2009Evaluating Training Programs : The Four Levels 1988TRANSFER OF TRAINING: A REVIEW AND DIRECTIONS FOR FUTURE RESEARCH 1991The New Meaning of Educational Change 1994The rise and fall of strategic planning 1992Transfer of Training : Action-Packed Strategies to Ensure High Payoff from Training Investments 2008Training for Impact: How to Link Training to Business Needs and Measure the Results 1995The emergence of strategic human resource development

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