Title: Development and learning obstacles for human resource development managers in strategy execution: a critical analysis of the management drivers

Authors: Vincent Sabourin; Alpha Ayande

Addresses: GRES, ESG School of Management, University of Québec in Montreal (UQAM), 315 east St-Catherine Montreal Qc., H3C 4P2, Canada ' GRES, ESG School of Management, University of Québec in Montreal (UQAM), 315 east St-Catherine Montreal Qc., H3C 4P2, Canada

Abstract: This paper describes the drivers of management development and learning by HRD managers in strategy execution and attainment of their objectives as well as the obstacles they face while implementing their management practices. The authors used PCA method to assess the relationship between drivers of strategy execution and management development. The study found two main conclusions concerning the sample of HRD managers surveyed. These findings are: 1) the driver of rules was found to be the strongest driver that HRD managers would spread out to reaching their organisational objectives in employee training, development and learning processes; 2) the second important driver rested on emotions which deals with getting commitment to the manager's objectives by his/her employees and guiding them successful in development and learning processes. It brings a new perspective in terms of strategy execution for the management development.

Keywords: human resource development; HRD; strategy execution; management development; management learning; implementation; human resource management; HRM; management drivers; PCA; principal component analysis; employee training; emotions; employee commitment; managerial objectives.

DOI: 10.1504/IJHRDM.2016.078192

International Journal of Human Resources Development and Management, 2016 Vol.16 No.3/4, pp.121 - 139

Accepted: 18 Apr 2014
Published online: 08 Aug 2016 *

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