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Human resource development policies and practices for the IT and information workforce in Kuwaiti companies

Human resource development policies and practices for the IT and information workforce in Kuwaiti... This study explores the human resource development policies, strategies, and opportunities in 30 Kuwait corporate companies for its IT and information professionals. Questions addressed were related to induction and orientation programs; approaches for developing capabilities for change management; in‐house training policies, resources, and facilities; and policies for sending employees for training. Data were collected through structured interviews with key human resource managers of these companies. It was found that almost all the companies had intensive programs for providing systematic induction to their new employees. A majority of them had in‐house resources and facilities for training. A majority of them considered outside options for training and had developed policies for the purpose. These companies were not satisfied with the role of higher education institutions in providing useful training to their employees. Administration of training awards was biased in the favor of seniors, managers, and natives that defied the parameters of organizational needs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Library Review Emerald Publishing

Human resource development policies and practices for the IT and information workforce in Kuwaiti companies

Laila Marouf; Sajjad ur Rehman
Library Review , Volume 53 (7): 5 – Sep 1, 2004
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References (8)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0024-2535
DOI
10.1108/00242530410552287
Publisher site
See Article on Publisher Site

Abstract

This study explores the human resource development policies, strategies, and opportunities in 30 Kuwait corporate companies for its IT and information professionals. Questions addressed were related to induction and orientation programs; approaches for developing capabilities for change management; in‐house training policies, resources, and facilities; and policies for sending employees for training. Data were collected through structured interviews with key human resource managers of these companies. It was found that almost all the companies had intensive programs for providing systematic induction to their new employees. A majority of them had in‐house resources and facilities for training. A majority of them considered outside options for training and had developed policies for the purpose. These companies were not satisfied with the role of higher education institutions in providing useful training to their employees. Administration of training awards was biased in the favor of seniors, managers, and natives that defied the parameters of organizational needs.

Journal

Library Review – Emerald Publishing

Published: Sep 1, 2004

Keywords: Companies; Employees; Training needs; Human resource development; Kuwait

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