Development and learning obstacles for human resources development managers in strategy execution: A critical analysis of the management/ author

By:

Sabourin Vincent [author]

Contributor(s):

Ayande Alpha [author]

Material type: Text

TextSeries: Human resources development and management ; Volume16 , number 3/4 ,Switzerland: Inderscience, For In-house use onlyContent type:

text

Media type:

unmediated

Carrier type:

volume

ISSN:

1465-6612

Subject(s):

Online resources:

Click here to access online

Summary: This paper describes the drivers of management development and learning by HRD managers in strategy execution and attainment of their objectives as well as the obstacles they face while implementing their management practices. The authors used PCA method to assess the relationship between drivers of strategy execution and management development. The study found two main conclusions concerning the sample of HRD managers surveyed. These findings are: 1) the driver of rules was found to be the strongest driver that HRD managers would spread out to reaching their organisational objectives in employee training, development and learning processes; 2) the second important driver rested on emotions which deals with getting commitment to the manager's objectives by his/her employees and guiding them successful in development and learning processes. It brings a new perspective in terms of strategy execution for the management development

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Item type	Current library	Call number	Copy number	Status	Notes	Date due	Barcode
Journal Article	Main Library - Special Collections	HF5549.5.c35 INT (Browse shelf(Opens below))	SP26284	Not for loan	For In-house use only

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This paper describes the drivers of management development and learning by HRD managers in strategy execution and attainment of their objectives as well as the obstacles they face while implementing their management practices. The authors used PCA method to assess the relationship between drivers of strategy execution and management development. The study found two main conclusions concerning the sample of HRD managers surveyed. These findings are: 1) the driver of rules was found to be the strongest driver that HRD managers would spread out to reaching their organisational objectives in employee training, development and learning processes; 2) the second important driver rested on emotions which deals with getting commitment to the manager's objectives by his/her employees and guiding them successful in development and learning processes. It brings a new perspective in terms of strategy execution for the management development

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