This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Similar articles in Web of Science Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Zaleska, K. J. Articles by de Menezes, L. M. Search for Related Content Social Bookmarking                         What's this?

Human resources development practices and their association with employee attitudes: Between traditional and new careers

Organizational Behaviour and Human Resource Management in Cass Business School, City University, London, k.j.zaleska{at}city.ac.uk

Lilian M. de Menezes

Decision Sciences in the Faculty of Management, Cass Business School, City University, London, l.demenezes{at}city.ac.uk

This is a study of human resource development practices (as perceived by employees) and their association with their attitudes in the context of new career theories. It uses two heterogeneous UK samples of employees from six companies in different industries. Both regression models (from the 1997 and 2000 cohorts) support the mediating role of satisfaction with development on the relationship between perceived significance of development practices and organizational commitment. There are trends in attitudes about the significance of various development factors between cohorts of employees (with respondents in 2000 more inclined to state that self-motivation has been a significant factor in improving their Job performance, and with lateral development also reported as more significant in 2000). A shift in development practices can be observed as a progression from knowledge acquisition via formalized training courses, towards development as a participation model based on challenging work and coaching by an immediate supervisor.

Key Words: boundaryless career • development • organizational commitment

Human Relations, Vol. 60, No. 7, 987-1018 (2007)
DOI: 10.1177/0018726707081155


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				P.-C. Wu and S. Chaturvedi The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective Journal of Management, October 1, 2009; 35(5): 1228 - 1247. [Abstract] [PDF]