ADDIE.rivals

ADDIE.rivals - Advances in Developing Human Resources...

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http://adh.sagepub.com Resources Advances in Developing Human DOI: 10.1177/1523422306292944 2006; 8; 442 Advances in Developing Human Resources Timothy McClernon Rivals to Systematic Training http://adh.sagepub.com/cgi/content/abstract/8/4/442 The online version of this article can be found at: Published by: http://www.sagepublications.com On behalf of: Academy of Human Resource Development can be found at: Advances in Developing Human Resources Additional services and information for http://adh.sagepub.com/cgi/alerts Email Alerts: http://adh.sagepub.com/subscriptions Subscriptions: http://www.sagepub.com/journalsReprints.nav Reprints: http://www.sagepub.com/journalsPermissions.nav Permissions: http://adh.sagepub.com/cgi/content/refs/8/4/442 SAGE Journals Online and HighWire Press platforms): (this article cites 7 articles hosted on the Citations © 2006 SAGE Publications. All rights reserved. Not for commercial use or unauthorized distribution. at FLORIDA INTERNATIONAL UNIV on January 6, 2008 http://adh.sagepub.com Downloaded from
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Rivals to Systematic Training Timothy McClernon The problem and the solution. Managers have multiple approaches to choose from in determining how best to develop their workforce and organizational performance. Systematic training is but one option among many development strategies. Advocates of training need to be fully aware of rival choices available to their internal clients as they make choices to support or not support training pro- posals.These rivals compete for limited resources such as time and budget. Better understanding these alternatives allows human resource development (HRD) professionals to participate more fully in devel- opment discussions with decision makers.This article explores these rival alternatives. Keywords: ADDIE; systematic training; alternatives to training, perfor- mance; human resources Organizational leaders believe deeply that people are important to their suc- cess. A study by the Economist Intelligence Unit (EIU; 1997) documented that 75% of executives ranked human performance ahead of productivity and tech- nology as a source of competitive strength. The ability to attract and retain the best people is believed by 80% to be the primary force influencing business strategy by 2010. Pfeffer’s (1994) research demonstrates how the top-five pro- ducing stocks in the market were companies in traditional industries that created a competitive advantage with people. As these firms were late entrants in highly competitive industries having low margins, the only way they could succeed was by better managing the people side of their business. To remain competitive, [organizations] must not only create a work culture that attracts good people, they must also design a human-performance environment that, in spite of potential shortages, optimizes the productivity of their workforce and its impact on the whole business.
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ADDIE.rivals - Advances in Developing Human Resources...

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