impact of hrd on organizational performance

The current issue and full text archive of this journal is available at www.emeraldinsight.com/0309-0590.htm Human resource development and organizational values

HRD and organizational values

Arif Hassan
Department of Business Administration,
International Islamic University Malaysia, Kuala Lumpur, Malaysia
Abstract

435
Received 20 December 2006
Revised 26 March 2007
Accepted 10 April 2007

Purpose – Organizations create mission statements and emphasize core values. Inculcating those values depends on the way employees are treated and nurtured. Therefore, there seems to be a strong relationship between human resource development (HRD) practices and organizational values. The paper aims to empirically examine this relationship.
Design/methodology/approach – The study measured employees’ rather than management perspective. A sample of 239 employees from eight organizations responded to a questionnaire which measured the effectiveness of employee development practices and cherished organizational values.
Findings – HRD practices like potential appraisal and promotion, learning/training, performance guidance and development were positively related to organizational values of collaboration, creativity, quality, delegation, and humane treatment. However, performance appraisal system, career planning, and contextual analysis variables were negatively associated with values such as trust and creativity.
Research limitations/implications – The study was exploratory in nature. Further studies are needed on a larger sample to examine why some HRD practices like performance appraisal, career planning and contextual analysis contributed negatively to organizational values such as trust and creativity. Practical implications – The result of the study can be useful in designing effective employee development programs that promote cherished organizational values.
Originality/value – Little empirical knowledge exists on HRD and

References: Ahmad, K.Z. and Raida, A.B. (2003), “The association between training and organizational commitment among white-collar workers in Malaysia”, International Journal of Training Allen, T.D., Freeman, D.M., Russell, J., Reizenstein, R.C. and Rentz, J.O. (2001), “Survivor reactions to organizational downsizing: does time ease the pain?”, Journal of Occupational Becker, B.E., Huslid, M.A. and Ulrich, D. (2001), The HR Scorecard, Harvard Business School Press, Boston, MA. Connel, J., Ferres, N. and Travaglione, T. (2003), “Engendering trust in manager-subordinate relationships: predictors and outcomes”, Personnel Review, Vol Currie, L. (1998), “Managing international assignments – trends and issues”, paper presented to IPD International Forum Networking Meeting, London, February 6. Dearlove, D. and Coomber, S. (1999), Heart and Soul and Millennial Values, Blessing/White, Skillman, NJ. DeGeus, A. (1997), “The living company”, Harvard Business Review, March-April, pp. 51-9. Denison, D.R. (1990), Corporate Culture and Organizational Effectiveness, Wiley, New York, NY. Driscoll, D.M. and Hoffman, W.M. (1999), “Gaining the ethical edge: procedures for delivering values-driven management”, Long Range Planning, Vol Edgar, F. (2003), “Employee-centred human resource management practices”, New Zealand Journal of Industrial Relations, Vol Edgar, F. and Geare, A. (2005), “HRM practices and employee attitudes: different measures-different results”, Personnel Review, Vol Eisenberger, R., Fasolo, P. and Davis-LaMastro, V. (1990), “Perceived organizational support and employee diligence, commitment, and innovation”, Journal of Applied Psychology, Vol Finegan, J.E. (2000), “The impact of person and organizational values on organizational commitment”, Journal of Occupational and Organizational Psychology, Vol Fisher, C. (2005), “HRD attitude: or the roles and ethical stances of human resource developers”, Human Resource Development International, Vol Ghosal, S. and Bartlett, A.C. (1997), The Individualized Comparison, HarperCollins, New York, NY. Guest, D.E. (1999), “Human resource management – the workers verdict”, Human Resource Management Journal, Vol Hatch, M.J. (1993), “The dynamics of organizational culture”, Academy of Management Review, Vol Huang, H.J. and Dastmalchian, A. (2006), “Implications of trust and distrust for organizations: role of customer orientation in a four-nation study”, Personnel Review, Vol Iles, P.A., Mabey, C. and Robertson, L. (1990), “HRM practices and employee commitment possibilities, pitfall and paradoxes”, British Journal of Management, Vol Kane, B., Crawford, J. and Grant, D. (1999), “Barriers to effective HRM”, International Journal of Manpower, Vol Law, K.S., Tse, D.K. and Zhou, N. (2003), “Does human resource management matter in a transitional economy? China as an example”, Journal of International Business Studies, Lawler, E.E. III and Mohrman, S.A. (1996), “nions and new management”, in Ferris, G.R. and Buckley, M.R Legge, K. (1998), “The morality of HRM”, in Mabey, C., Skinner, D. and Clark, T. (Eds), Experiencing Human Resource Management, Sage, London. McCune, J. (1998), “The elusive thing called trust”, Management Review, Vol. 87 No. 7, pp. 11-16. Mirabile, R.J. (1996), “Translating company values into performance outcomes”, Human Resource Professional, Vol Neal, C. (1999), “A conscious change in the workplace”, Journal for Quality & Participation, Vol Norton, D. (2001), “Foreword”, in Becker, B.E., Huslid, M.A. and Ulrich, D. (Eds), The HR Scorecard, Harvard Business School Press, Boston, MA. Othman, R., Rohayu, A.G. and Arshad, R. (2001), “CEOs’ perception of the performance gap of the HRM function in the Malaysian manufacturing sector”, Personnel Review, Vol Rao, T.V. (1997), “HRD audit questionnaire”, in Udai Pareek (Ed.), Evaluating Human Resource Development, Jaipur HRD Foundations, Jaipur. Rao, T.V. (2000), HRD Audit: Evaluating Human Resource Development Functions for Business Improvement, Sage, New Delhi. Rao, T.V. (2007), “Is it time to replace HRD managers by knowledge and learning managers?” available at: http//indianmba.com/ Faculty Column /FC525/fc525.html (accessed 23 March selection procedures on candidates”, Human Relations, Vol. 44, pp. 1963-82. Rokeach, M. (1973), The Nature of Human Values, The Free Press, New York, NY. Sandberg, J. (2000), “Understanding human competence at work: an interpretive approach”, Academy of Management Journal, Vol Schein, E.H. (1985), Organizational Culture and Leadership, Jossey-Bass, San Fransisco, CA. Schroder, H.M. (1989), Managerial Competencies: The Key to Excellence, Kendall-Hunt, Dubuque, IA. Senge, P.M., Kleinner, A., Roberts, C., Ross, R.B. and Smith, B.J. (1994), The Fifth Discipline Field Book, Doubleday, New York, NY. Sikula, S.A. (2001), “The five biggest HRM lies”, Public Personnel Management, Vol. 30 No. 3, pp Sinha, J.B.P. (1995), The Cultural Context of Leadership and Power, Sage International, New Delhi. Sullivan, W., Sullivan, R. and Buffton, B. (2002), “Aligning individual and organizational values to support change”, Journal of Change Management, Vol Swanson, R.A. (2001), “Human resource development and its underlying theory”, Human Resource Development International, Vol Tan, H. and Tan, C.S. (2000), “Toward the differentiation of trust in supervisor and trust in organization”, Genetic, Social, and General Psychology Monographs, Vol Torraco, R.J. and Swanson, R.A. (1995), “The strategic role of human resource development”, HR Planning, Vol