Implementing Human Resource Development as a Tool for Effective Organizational Change
Dr. Patiraj Kumari
affiliation not provided to SSRN
Delhi Technological University (Formerly Delhi College of Engineering)
July 23, 2009
Whether the result of a merger, or just the demands of a tough marketplace, significant organizational change is one of the most difficult strategies to implement. Employees and their organizations face ever-increasing rates of change in products and services, the knowledge and expertise required to deliver these products and services, structures, procedures, processes of work, and policies and regulations intended to ensure public safety and confidence. Continuing professional education (CPE) and human resource development (HRD) are fields of practice charged with fostering the necessary change to address these ongoing needs.
Purpose - The aim of the study was to measure employees’ perception of human resource development (HRD) practices in their organization, and to examine the role of HRD practices on employees’ development climate.
Design/methodology/approach - A total of 100 employees belonging to two organizations (texturising units from Dadra Nagar Haveli) responded to a questionnaire which measured the following variables: career planning and development, training and learning, organizational development, action oriented research, HRD climate, values, reward and recognition, and communication. Analysis was done and results were interpreted regarding the HRD practices of the two organization and the comparison between the two was done as how the employees of both the organization rate them on HRD practices and HRD climate of each organization.
Number of Pages in PDF File: 13
Keywords: resource development, HRD climate, Organizational development, Career planning
JEL Classification: M121working papers series
Date posted: July 24, 2009 ; Last revised: September 14, 2009
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