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Stakeholder involvement in strategic HRD aligning: the impact on HRD effectiveness
Author(s) -
Wognum Ida,
Fond Lam Jo
Publication year - 2000
Publication title -
international journal of training and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.558
H-Index - 26
eISSN - 1468-2419
pISSN - 1360-3736
DOI - 10.1111/1468-2419.00099
Subject(s) - business , stakeholder , quality (philosophy) , process (computing) , marketing , strategic planning , process management , business administration , knowledge management , management , economics , philosophy , epistemology , computer science , operating system
The study reported here focusses on the question to what extent stakeholder involvement in HRD policymaking (here referred to as strategic HRD aligning) predicts effective HRD programmes. The study involved 44 large companies in the industrial, financial and commercial services sectors. The findings indicate that involvement of stakeholders in the strategic HRD aligning process, and their opinions on the quality of this aligning process in particular, have a positive effect on perceived HRD effectiveness. The perceived effectiveness is even more positive when the mean company score on the quality of strategic aligning is higher.