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HRD tasks of first‐level managers

HRD tasks of first‐level managers First‐level managers are increasingly held accountable for the training and development of their team members. In order to explore how this HRD responsibility is executed, HRD officers of 23 innovative companies were interviewed. Delegation of HRD responsibility to first‐level managers turns out to be a feasible option, providing certain conditions are met. Three distinct HRD roles of first‐level managers can be observed: an analytic role, a supportive role and a trainer role. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Workplace Learning Emerald Publishing

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References (24)

Publisher
Emerald Publishing
Copyright
Copyright © 1999 MCB UP Ltd. All rights reserved.
ISSN
1366-5626
DOI
10.1108/13665629910279518
Publisher site
See Article on Publisher Site

Abstract

First‐level managers are increasingly held accountable for the training and development of their team members. In order to explore how this HRD responsibility is executed, HRD officers of 23 innovative companies were interviewed. Delegation of HRD responsibility to first‐level managers turns out to be a feasible option, providing certain conditions are met. Three distinct HRD roles of first‐level managers can be observed: an analytic role, a supportive role and a trainer role.

Journal

Journal of Workplace LearningEmerald Publishing

Published: Aug 1, 1999

Keywords: Managers; Decentralization; Human resource department; Research; Responsibility

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