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Trends in Australian human resource development practice, 1996-2009

13 citations0/0 files storedAsia Pacific Journal of Human Resources

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Human Resource Development and Performance Evaluation Human Resource and Talent Management Organizational Learning and Leadership

Abstract

This research charts the evolution of human resource development (HRD) in Australian organisations over a critical 13-year period and analyses the effect of the company size, industry sector and ownership pattern on HRD practices. The analysis is based on standardised data extracted from 793 responses to the 1996, 1999 and 2008—09 iterations of the CRANET Australia surveys. Seven sub-indices and one overall index of HRD were constructed to monitor the level of ‘sophistication’ over time in different aspects of HRD practice and explore the ‘performance’ versus ‘learning’ dichotomy established in the HRD literature. The analysis revealed an aggregate decrease in HRD sophistication across all organisational types but divergent movement within the seven sub-indices, with decrease in ‘learning’ oriented practices and an increase in ‘performance’ oriented practices. Only limited differences were found between public and private sector organisations. Higher levels of HRD sophistication were present in larger companies and industry sector had a significant effect on a majority of HRD practices.

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2004Firm resources and sustained competitive advantage 1984A resource‐based view of the firm 2017International Human Resource Management 1989Models for HRD practice 1999Human Resource Management in the Public and Private Sectors: An Empirical Comparison 1996It's a small world:managing human resources in small businesses 2004The making of twenty‐first‐century HR: An analysis of the convergence of HRM, HRD, and OD 2003Employee development and organizational performance: a review of literature and directions for future research

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