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The role of human resource development in successful small to mid‐sized manufacturing businesses: A comparative case study
Author(s) -
Rowden Robert W.
Publication year - 1995
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.3920060405
Subject(s) - business , human resources , resource (disambiguation) , marketing , human resource management , work (physics) , quality (philosophy) , function (biology) , manufacturing , knowledge management , management , economics , engineering , mechanical engineering , computer network , philosophy , epistemology , evolutionary biology , computer science , biology
Although a great deal of attention is being given to human resource development in the Fortune 500 companies, little is known about the extent and function of HRD in small to mid‐sized firms. This article delineates the role of human resource development in three successful manufacturing firms with fewer than two hundred employees. The research was based on a qualitative comparative case study. Three successful small to mid‐sized manufacturing companies were selected. The within‐case analysis revealed that each conducts a considerable amount of HRD, both formal and informal. The cross‐case analysis revealed that HRD supports the unique market niche of the company through knowledge, skill, and attitude development; integrates employees into the company's work practices; and enhances the quality of work life. Two conclusions were drawn from the findings. First, small to mid‐sized manufacturing companies do engage in both formal and informal HRD activities. Second, these HRD activities have a direct effect on the success of these businesses.