Article2006

Human resource development practices as determinant of HRD climate and quality orientation

Arif Hassan · Junaidah Hashim · Ahmad Zaki Ismail

53 citations0/0 files storedJournal of European Industrial Training

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Human Resource Development and Performance Evaluation Employee Performance and Management Human Resource and Talent Management

Abstract

Purpose The aim of the study was to measure employees' perception of human resource development (HRD) practices, to explore whether ISO certification leads to any improvements in HRD system, and to examine the role of HRD practices on employees' development climate and quality orientation in the organization. Design/methodology/approach A total of 239 employees belonging to eight organizations (four of them ISO certified) responded to a questionnaire which measured the following variables: career system, work planning system, development system, self renewal system, and HRD system. Findings Results indicated large inter‐organizational differences in HRD practices. In general, however, employees' ratings were moderate. ISO certified companies, compared to others, obtained higher means on some HRD variables. Organizations with better learning, training and development systems, reward and recognition, and information systems promoted human resource development climate. Quality orientation was predicted by career planning, performance guidance and development, role efficacy, and reward and recognition systems. Research limitations/implications Comparison between ISO and non‐ISO certified companies did yield some significant differences, yet it was difficult to conclude that the differences were due to ISO certification alone as organizations in the sample were not matched. Practical implications The findings can be used by HR practitioners and scholars in building management concerns and advocacy for better HRD systems and practices. Originality/value Very little empirical knowledge is available on this subject from transitional economies like Malaysia. The study makes a modest attempt in that direction.

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References

1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1994EFFECTS OF HUMAN RESOURCE SYSTEMS ON MANUFACTURING PERFORMANCE AND TURNOVER.1996HUMAN RESOURCE MANAGEMENT, MANUFACTURING STRATEGY, AND FIRM PERFORMANCE.1997TECHNICAL AND STRATEGIC HUMAN RESOURCES MANAGEMENT EFFECTIVENESS AS DETERMINANTS OF FIRM PERFORMANCE.2000UNDERSTANDING HUMAN COMPETENCE AT WORK: AN INTERPRETATIVE APPROACH.1995Competitive Advantage Through People: Unleashing the Power of the Work Force.1994Competitive advantage through people: unleashing the power of the work force 1997The living company.

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2012HUMAN RESOURCE MANAGEMENT PRACTICES: A COMPREHENSIVE REVIEW 2012Relationships between occupational self efficacy, human resource development climate, and work engagement 2022Reducing employee turnover intentions in the service sector: The connection between human resource development practices and employee engagement 2011The Role of Demographic Factors in the Relationship between High Performance Work System and Job Satisfaction: A Multidimensional Approach

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