Thomas N. Garavan, Bridie Barnicle and Noreen Heraty
Reviews some of the literature on power and influence as it relatesto the training and development function. Highlights a number ofdifficulties that confront the training and…
Abstract
Reviews some of the literature on power and influence as it relates to the training and development function. Highlights a number of difficulties that confront the training and development function in using power and influence successfully in organizations. Empirical evidence is presented on how Irish training specialists perceive the power of the training and development function. Concludes that a number of strategies are outlined for use by the training and development function in order to develop power and use it effectively.
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Thomas N. Garavan, Noreen Heraty and Bridie Barnicle
Reviews the state of current HRD literature in terms of definitional issues, alternative models, dominant justifications and biases. Articulates the view that the literature is…
Abstract
Reviews the state of current HRD literature in terms of definitional issues, alternative models, dominant justifications and biases. Articulates the view that the literature is fragmented, multifaceted, and reflects a diverse range of perspectives and models.
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Thomas N. Garavan, Bridie Barnicle and Fiachra O’Suilleabhain
Recent changes have demanded a more strategic perspective from those who lead and manage organisations, placing increased pressure on employees to be more productive, innovative…
Abstract
Recent changes have demanded a more strategic perspective from those who lead and manage organisations, placing increased pressure on employees to be more productive, innovative and change orientated. This has precipitated a search for a more integrated model of human resource development. This article discusses some of the debate that currently prevails within the field of management development. In doing so, it gives consideration to a range of definitional issues, current debates and a number of alternative but complementary management development strategies. The article concludes with a brief discussion of the issues involved in evaluating the effectiveness of management development, focusing in particular on the problems of measurement of outcomes.
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Adel M. AL‐ Rasheed and Farid M. AL‐ Qwasmeh
The paper explores the role of the strategic partner in the Management Development (MD) process at Jordan Telecom (JT) by surveying the attitudes of 243 Jordanian managers and by…
Abstract
The paper explores the role of the strategic partner in the Management Development (MD) process at Jordan Telecom (JT) by surveying the attitudes of 243 Jordanian managers and by testing the relevant hypothesis. The findings reveals that the strategic partner contributes to the development of Jordanian managers' skills in areas such as time management, performance appraisal, job design and communications and cooperation. A limited significant impact of relevant demographic and managerial factors on managers' attitudes towards their MD and strong corelational relationships among MD dimensions are also revealed through the findings. The conclusions highlight the positive outcomes and implications of the strategic partnership at JT. The recommendations emphasized the need for further partnerships in Jordan because of their influential effects on Jordanian businesses.