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.
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.
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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