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HRD policymaking in companies: An interpretation of the differences
Author(s) -
Wognum Ida
Publication year - 1998
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.3920090305
Subject(s) - business , exploratory research , process (computing) , order (exchange) , human resources , marketing , interpretation (philosophy) , business administration , management , economics , sociology , finance , anthropology , computer science , programming language , operating system
Abstract This exploratory study examines HRD policymaking processes in companies. HRD representatives of companies in three economic sectors with more than five hundred employees were asked to complete a questionnaire. Variables include the HRD policymaking process, strategic choices about the specific field content of HRD programs and participating employees, starting points for HRD processes, and characteristics of the company and the HRD department. Significant differences in the HRD policymaking process and resulting strategic choices were found between groups of companies. These findings stress the importance of further investigation of effective and specific types of HRD policymaking processes within companies. This is important in order to align HRD programs to the company's situation and thus provide employees with the right competencies at the right time to enhance their performance and that of their department and the whole company.