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Mapping Management Development Practice

Christopher Mabey

出版	SSRN, 2003
URL	http://books.google.com.hk/books?id=nVjfzwEACAAJ&hl=&source=gbs_api

註釋

Research on management development has been characterized by broad surveys of training activity, in-depth analyses of development methods and, more occasionally, attempts to evaluate the impact of training investment. The result is a fragmentary picture of management development practice, providing incomplete insight into why certain policies and activities succeed or fail. Drawing upon a large sample of those responsible for human resource development in their organizations, this paper proposes a theoretical framework which attempts to identify the key variables in a more coherent and comprehensive manner. The HRM context of a firm is found to be highly responsible for the management development processes it adopts; the amount of training undertaken is largely determined by priority, and, in turn, amount is the key determinant of perceived success.