000			01987nam a22002657a 4500
003			ZW-GwMSU
005			20210401115530.0
008			210401b ||||| |||| 00| 0 eng d
022			_a1038-4111
040			_aMSU _bEnglish _cMSU _erda
100	1		_aPeretz, Melissa _eauthor
245	1	0	_aTrends in Australian human resource development practice, 1996-2009 _ccreated by Melissa Peretz and Peter McGraw
264			_aLos Angeles _bSage _c2011
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aAsia Pacific Journal of Human Resources _vVolume 49, number 1,
520			_aThis research charts the evolution of human resource development (HRD) in Australian organisations over a critical 13-year period and analyses the effect of the company size, industry sector and ownership pattern on HRD practices. The analysis is based on standardised data extracted from 793 responses to the 1996, 1999 and 2008—09 iterations of the CRANET Australia surveys. Seven sub-indices and one overall index of HRD were constructed to monitor the level of ‘sophistication’ over time in different aspects of HRD practice and explore the ‘performance’ versus ‘learning’ dichotomy established in the HRD literature. The analysis revealed an aggregate decrease in HRD sophistication across all organisational types but divergent movement within the seven sub-indices, with decrease in ‘learning’ oriented practices and an increase in ‘performance’ oriented practices. Only limited differences were found between public and private sector organisations. Higher levels of HRD sophistication were present in larger companies and industry sector had a significant effect on a majority of HRD practices.
650	4		_aAustralia
650	4		_aCompany size
650	4		_aHuman resource development
700			_aMcGraw, Peter _eauthor
856			_uhttps://doi.org/10.1177/1038411110391707
942			_2lcc _cJA
999			_c156422 _d156422