Human resource development value orientations: a construct validation study

Professor, Reid Bates Associate; Chen, Hsin-Chih

doi:10.1080/1367886042000218031

Cited by 33 publications

(40 citation statements)

References 28 publications

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“…Managerial values for managers and especially for executives can be thought of as tendencies to prefer certain patterns over others. Bates and Chen (2004) have noted that value orientations represent a broad tendency to prefer certain states of affairs over others (Shulman & Sullivan, 2006).…”

Section: Managerial Values Skills and Practicesmentioning

confidence: 98%

“…Systematic time management ( Wibowo & Cleiner, 2005;Boyatzis, 1982) 9. Prioritization and alignment of priorities (Bates & Chen, 2004;Pesuric & Byham, 1996;Wentling, 2000) 10. Systematic assessment of risk with respect to specific work (Mellahi, 2001;Ardichvili & Kuchinke, 2002) 11.…”

Section: Operational Factorsmentioning

confidence: 99%

“…Strategy setting based on well-defined goals (Carmeli & Tishler, 2006;Ardichvili & Kuchinke, 2002;Bates & Chen, 2004) 2. Setting explicit and realistic goals (Wood & Vilkinas, 2004;Boyatzis, 1982) 3.…”

Section: Operational Factorsmentioning

confidence: 99%

See 2 more Smart Citations

Experimental evaluation of executive skills in an EU country

Litos

Moustakis

2007

J of Leadership Studies

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Corporate executives constitute the highest echelon of the managerial hierarchy, responsible for implementing the strategic plans and policies established by the board of directors on an operational basis. Often the inquiry about executive skills evolves around the search for managerial skills. Executive skills form a distinct category of skills; however, they are often conceived as a set of managerial skills. This article presents the results of an extended survey concerning executive skills based in empirical measurements among executives in Greece. International literature suggests a wide range of executive skills. Based on this, a list of 42 skills, divided into six categories, was created. This list was evaluated by 110 executives of the larger corporations in Greece. Using a structured assessment methodology, skills and categories were assessed and validated. Then, factor analysis was applied to these results and a set of 11 executive skills synthesized from this work. Findings are discussed and compared with those of other surveys, and topics for further research are set out.

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Section: Managerial Values Skills and Practicesmentioning

confidence: 98%

Section: Operational Factorsmentioning

confidence: 99%

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Experimental evaluation of executive skills in an EU country

Litos

Moustakis

2007

J of Leadership Studies

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“…Organizations use human resource (HR) practices as critical strategic tools for promoting favourable behaviour among employees and leveraging their knowledge, skills, and abilities, which increase productivity and performance (Bates and Chen, 2004;Clardy, 2008). Sung and Choi (2014) proposed that, organizations should design and implement human resource development practices to enable people to work effectively and attain performance expectations through improved individual competencies.…”

Section: Human Resource Development Practices and Employee Competenciesmentioning

confidence: 99%

Influence of Human Resource Development (HRD) Practices on Organizational Effectiveness: The Role of Employee Competencies

Otoo¹,

Mishra²

2018

ijms

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The aim of this paper is to examine the influence of HRD practices on organizational effectiveness by means of employee competencies. An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 600 employees of the selected SME's. The validity of the model and hypotheses were tested using structural equation modeling (SEM). The reliability and validity of the dimensions are established through confirmatory factor analysis (CFA). The results indicate that some human resource development practices impact organizational effectiveness through their influence on

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“…The age long belief that HRD positively influences organisational outcomes and ultimately organisational performance perhaps explains the reason for heavy investment in training and development initiatives by contemporary organisations [21], [11], [22], [23], [24], [7], [25]. It is estimated that American companies spend US$134 billion annually on employee training and development activities alone [26].…”

Section: Statement Of the Problemmentioning

confidence: 99%

The Effects of Human Resources Development on Financial Performance of Organisations

Odumeru¹,

Ilesanmi²

2015

Asian bus. rev.

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Contemporary organisation invests huge resources on a regular basis on Human Resources Development (HRD) initiatives because of the age long belief that this will enhance efficiency and effectiveness. But sadly, these expectations often go unfulfilled. This study empirically tests the effect of HRD on financial performance with employee competence and organisational commitment acting as mediating mechanisms. A total of 84 copies of a questionnaire that was distributed to and received from bank workers of two of Nigeria's leading banks: First Bank of Nigeria Plc and Zenith Bank Plc to elicit relevant data on employee participation in and perceived benefits of HRD, commitment & competence and financial performance were analysed using Cronbach's Coefficient Alpha and multiple regression analysis. Results show a significant relationship between employee participation in HRD including perceived benefits of HRD and organisational commitment and employee competence. The study also shows a significant relationship between competence & commitment and financial performance. Thus organisation should focus attention on delivering consistent HRD initiatives relevant to the need of employees and focused on addressing identified Skills, Knowledge and Abilities (KSA) gaps for a continuous financial performance improvement

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Human resource development value orientations: a construct validation study

Cited by 33 publications

References 28 publications

Experimental evaluation of executive skills in an EU country

Experimental evaluation of executive skills in an EU country

Influence of Human Resource Development (HRD) Practices on Organizational Effectiveness: The Role of Employee Competencies

The Effects of Human Resources Development on Financial Performance of Organisations

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