This article presents a new model, generated through applied theory-building research methods, that helps human resource development (HRD) practitioners evaluate the return on investment (ROI) of organization development (OD) interventions. This model, called organization development human-capital accounting system (ODHCAS), identifies…

Using a social exchange framework, a literature review examined individual and organizational antecedents, moderators, and outcomes of mentoring. Social exchange theory demonstrates how participants assess the costs and benefits of mentoring before, during, and after their participation. (SK)

Responses from 380 South Korean, Taiwanese, Thai, and Singaporean human resource managers in multinational and indigenous companies revealed significant differences between the two types in degree but not form or type of human resource development activity. U.S.-owned firms had higher activity levels. Strategic human resource orientation was…

In a survey of 128 manufacturing employees, the perception that performance appraisal had developmental uses was associated with satisfaction with appraisals and appraisers. Reaction to the evaluation did not depend on the outcome of the appraisal or its perceived fairness. (SK)

Adapts the gap model (comparison of service recipients' attitudes before and after service delivery) into a human resource development (HRD) service management model. Delineates linkages among organizational mission, internal customers' mission, performance needs, and HRD mission. (SK)

Review of human resource development in Britain since World War II finds that cohesion of view and approach among varied stakeholders has occurred during three periods: postwar structuralism, free-market entrepreneurialism, and new Labour resocialization. At other periods, stakeholders sought different objectives and had different visions for the…

Using a contingency framework, three stages in the evolution of human resource development (HRD) in the National Health Service were identified: tell (training enacted within the classical management paradigm); sell (a competence approach to development for all employees); and gel (strategic HRD linked to corporate goals and future needs).…

Analysis of workplace experiences recounted by 29 human resource development (HRD) professionals uncovered 3 themes: emphasis on people and work processes, need for greater personal control and security, and desire for task and functional equity. Findings suggest that HRD is an occupational culture more concerned with employee development and…

Theories of situated learning and distributed cognition are used to support emerging relationships between learning and working. The nature of work evolves from being predictable and deterministic to being more contingent and idiosyncratic. Models of employee development are examined. (Author/JOW)

Reports on a study of 208 manufacturing managers that found a positive correlation between the seven dimensions of learning organizations and four measures of business financial performance. "Invited Reaction" by Timothy T. Baldwin and Camden C. Danielson critiques the use of key respondent perceptions and bottom-line performance.…

Describes the rationale for a code of ethics and integrity in human resource development (HRD). Outlines the Academy of Human Resource Development's standards. Reviews ethical issues faced by the HRD profession. (SK)

A research review identified findings about the financial analysis method, forecasting of the financial benefits of human resource development (HRD), and recent financial analysis research: (1) HRD embedded in a performance improvement framework yielded high return on investment; and (2) HRD interventions focused on performance variables forecast…

Of 101 Canadian companies, 43% used multisource assessment (supervisor, peer, subordinate, and customer feedback) for performance evaluations. The process often needed adjustment due to employee resistance, lack of strategic purpose, poor instrument design, an technical problems. (Contains 37 references.) (SK)

Interviews, observations, and document analysis in three small to midsize manufacturing companies revealed considerable formal and informal human resource development activities that support the companies' unique market niche by developing knowledge, skills, and abilities; integrate employees into company work practices; and enhance quality of…

This taxonomy of learning tasks new employees must complete has four categories: individual (attitudes, expectations), people (relationships, supervision), work tasks (knowledge, skills, abilities), and organization (culture, roles). Learning tasks are accomplished through three types of intervention: orientation, job training, and workplace…