Developing people for business success: capability‐driven HRD in practice

Luoma, Mikko

doi:10.1108/eum0000000005342

Cited by 24 publications

(31 citation statements)

References 19 publications

(23 reference statements)

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“…Nolan (2002) notes the ad-hoc and reactive nature of HRD in the hospitality industry. Luoma (2000) describes this occurrence as 'need-driven' HRD -developmental activities are launched when a performance gap or training need is identified (see Table 1). However, the successful integration of HRD in business strategy and for enhanced business competitiveness, require a shift from 'need-driven' to 'capability-driven' HRD.…”

Section: Hrd In the Hospitality Sector And Destination Competitivenessmentioning

confidence: 99%

“…In addition, the causal link between HRD investment and organisational performance is also difficult to establish (Garavan, Heraty & Barnicle, 1999) but evidence of this relationship exists in manufacturing firms (Luoma, 2000).…”

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

“…The HRD function has a strong cost-benefit focus and is concerned with budgets but has a more proactive stance than need-driven HRD (Garavan, Heraty & Barnicle, 1999). The role of HRD is to support competitiveness in general (Luoma, 2000), rather than the adoption of a learning approach to strategy-proactively facilitating organisational change, nurturing learning within the workforce and facilitating line managers in the creation of a culture/climate of learning (Garavan, Heraty & Barnicle, 1999).…”

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

“…However, these outcomes can be readily observed if a capability-driven HRD approach is adopted, in which human behaviour is perceived as a critical source of sustained competitive advantage (Luoma, 2000). Development initiatives are needed to build competencies using a variety of HRD activities on the job and via external interventions.…”

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

“…formal, informal, structured and unstructured learning are fully integrated in the wider strategic HRM policies and plans (Luoma, 2000).…”

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

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Human resource development in the hotel industry of Mauritius: myth or reality?

Prayag

Hosany

2013

Current Issues in Tourism

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The purpose of this study is to identify the role, importance and outcomes attributed to HRD by line managers in the Mauritian hotel industry. Data were collected through in-depth interviews from a purposive sample of 135 hotel line managers. A two-step procedure was followed to analyse data. First, thematic analysis identified key themes in the textual data.Second, the artificial neural software CATPAC was used to generate interrelationships among the themes. Results show that HRD is related to organisational success, service quality improvements, sharing of knowledge and improvements in operational efficiency. Four key outcomes of HRD were identified: improvements in staff attitude, better teamwork, enhanced productivity and better service delivery. The findings indicate the prevalence of a need-driven approach to HRD and the link between HRD and corporate strategy is not clear. Results have implications for organizational and destination competitiveness.

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Section: Hrd In the Hospitality Sector And Destination Competitivenessmentioning

confidence: 99%

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

“…formal, informal, structured and unstructured learning are fully integrated in the wider strategic HRM policies and plans (Luoma, 2000).…”

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

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Human resource development in the hotel industry of Mauritius: myth or reality?

Prayag

Hosany

2013

Current Issues in Tourism

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From task‐based to competency‐based

et al. 2010

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Organizational effectiveness today depends largely on the ability to activate, share and transform the intellectual capital of the company into sustainable and difficult-to-imitate competitive advantage. This paper seeks to develop a competency typology that integrates previous definitions and frameworks from the literature and to propose a methodology for identifying competencies to aid the transition from a task-based to a competency-based logic for human resource management. Design/methodology/approach -The paper is based on a longitudinal research project. The paper outlines a methodology and presents the findings from the implementation of a competency model in two case companies. It illustrates how the systematic use of the identified competency categories can support the identification and coding of competencies, which will facilitate the critical organizational transformation from a task-based to a competency-based approach. Findings -The experience from the deployment offers potential challenges of implementing this framework in a specific cultural context. It identifies critical enablers that will contribute to successful implementation, whilst also providing insights concerning predicaments that have to be met. Originality/value -The particular competency typology integrates previous definitions and frameworks from the literature, thus providing a holistic solution for supporting the implementation of a competency-based approach. Furthermore, through the analysis of the implementation of the competency framework in two case companies it serves as the basis for illustrating the main steps, as well as the critical success factors that characterize such projects. Finally, it demonstrates the advantages of integrating the proposed competency framework and offers managerial insights and guidelines for similar implementations.

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Management development in Ireland: the new organizational wealth?

Heraty

Morley²

2003

Journal of Management Development

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Drawing upon survey data, we assess the current state of management development in Ireland and we identify policy, practice and structural contingencies that help to explain variations in the volume of management development activity undertaken at organizational level. The data show that the level of management development, as measured by the number of days per annum, has increased in recent years with 70 percent of managers in our sample now receiving between one and five days training per year. The mean number of days per annum in Ireland now stands at 4.5. With respect to those factors that appear to affect the level of management development activity, preliminary analysis points to the importance of policy and practice variables over structural ones. Materially, in the human resource domain, our data suggest that organizations with actual policies on personnel/human resource strategy and on management development have higher levels of management development activity and, given the recent tightening in the labor market, many were promulgating their use of developmental interventions as an aid to recruitment/retention. The existence of formal career plans and succession plans, the relative emphasis on the analysis of human resource development needs and the filling of senior and middle management posts via the internal labor market all emerged as predictors of higher levels of management development. Organizations using international experience schemes also ran a significantly higher number of days of management development interventions. In the structural characteristics domain, the data indicate that management development in indigenous companies is at similar levels to internationally owned enterprises in our sample. Here structural explanations such as total employment, sector and unionization did not emerge as being statistically significant.

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Developing people for business success: capability‐driven HRD in practice

Cited by 24 publications

References 19 publications

Human resource development in the hotel industry of Mauritius: myth or reality?

Human resource development in the hotel industry of Mauritius: myth or reality?

From task‐based to competency‐based

Management development in Ireland: the new organizational wealth?

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