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Exploring how HRD managers differ from other managers
Author(s) -
Kirk James J.
Publication year - 1991
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.3920020409
Subject(s) - psychology , visibility , work (physics) , field (mathematics) , applied psychology , business , engineering , mechanical engineering , physics , optics , mathematics , pure mathematics
Abstract HRD and non‐HRD managers are compared in terms of (1) perceived success, (2) career expectations, (3) perceived marketability, (4) perceived visibility to top management, (5) perceived speed of career advancement, (6) time spent on nonmanagerial duties, (7) career success factors, and (8) work values. Data were collected using a sixty‐three‐item mailed questionnaire. Independent t tests revealed that HRD managers were more visible to top management, spent more time on nonmanagerial tasks, attributed more of their career success to their college degrees, and attached greater importance to a job that allowed them to do different things. The findings have implications for managers thinking of moving into the HRD field.