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Training and Staff Development: Integrated or Isolated? *
Author(s) -
Kane Robert L.,
Abraham Morris,
Crawford John D.
Publication year - 1994
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841119403200209
Subject(s) - perspective (graphical) , human resource management , business , training (meteorology) , function (biology) , human resources , term (time) , training and development , operations management , environmental resource management , public relations , marketing , management , economics , political science , computer science , biology , geography , physics , quantum mechanics , artificial intelligence , evolutionary biology , meteorology
While some have argued that top management is interested mainly in short‐term monetary benefits from training and staff development (TSD), in this study the majority of Australian top managers were seen to adopt longer‐term perspectives. These longer‐term views were found to be associated with higher levels of top management interest in TSD, more adequate resources for TSD, greater influence on the part of senior TSD and human resource management staff, and a more positive, performance‐orientated organizational climate. Very few relationships were found, however, between the apparent purpose of TSD in the organization and the processes by which TSD is actually imple mented, other human resource management activities or other aspects of the organization such as strategy, structure and environment. Thus, while top managers who adopt a long‐term perspective tend to support TSD, the function itself appears to remain inward looking and isolated from most other aspects of the organization.