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Full-Text Articles in Training and Development

Theory And Practice: A Historical Examination Of The Assumptions And Philosophy Of Human Resource Development, Matthew Wayne Gosney May 2014

Theory And Practice: A Historical Examination Of The Assumptions And Philosophy Of Human Resource Development, Matthew Wayne Gosney

Graduate Theses and Dissertations

The history of Human Resource Development (HRD) is the history of human organizational growth and development. A review of the history of western civilization, with particular focus on the Industrial Revolution to the modern era, demonstrates a distinct interaction between the predominant philosophy of the time, theory, and practice. A better understanding of seminal events in HRD's history thus provides insight into informing philosophies of HRD and the assumptions upon which current HRD theory and practice rest. Research was conducted to explore this interplay between philosophy, theory, and practice. The research was thematic and historical in nature, including the evaluation …


Generic Strategies, Leader Attributes, Environmental Uncertainty, And Organizational Performance: An Empirical Investigation Of Contingencies And Configurational Outcomes, Tope Adeyemi-Bello May 1992

Generic Strategies, Leader Attributes, Environmental Uncertainty, And Organizational Performance: An Empirical Investigation Of Contingencies And Configurational Outcomes, Tope Adeyemi-Bello

Graduate Theses and Dissertations

The implications of strategy, environmental uncertainty, and leader attributes to the performance of organizations have been the subject of many research studies. The traditional interaction-based contingency approach that has typically been used in the management literature for examining the interrelationships between these variables, may very often be inadequate to capture the overall pattern of fit among them. A contemporary approach that allows researchers to examine sophisticated relationships between variables is configuration or systems theory— which suggests that inevitable relationships exist between strategic, environmental, contextual, and organizational variables and performance. This study used both the interaction and configuration-based approaches to determine …