Based on contingency theory, this paper examines whether certain contextual conditions influence the effectiveness of HRD [human resource development] programs and activities. Stakeholders of two types of HRD programs who were also from companies in two economic sectors were asked to complete a questionnaire. No differences in perceived effectiveness was observed for the factors of size and structure of the company, economic sector, structure of the HRD function, and transfer conditions. Significant differences were found for the problem that serves as starting point for HRD—company HRD climate, position of the HRD department, and the form the HRD program takes.
|Journal||Performance improvement quarterly|
|Publication status||Published - 2001|