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Strategic type, HRM and management development in Scottish firms

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  • I. Henderson

Abstract

A survey of management development in 87 Scottish firms is reported. Data were obtained on firms' size, strategic type, and policies and practices for both human resource management and management development. A summated scale was derived to measure firms' human resource management policies and practices and factor analysis revealed a multi-dimensional structure in this. Discriminant analysis indicated that the first principal component of this scale, which corresponded to "soft" HRM models, and strategic type were both significant predictors of the development-status of firms. It was concluded that management development was predominantly a matter of strategic choice on the part of senior managers but that this did not operate unrestricted by structural factors.

Suggested Citation

  • I. Henderson, 2002. "Strategic type, HRM and management development in Scottish firms," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 2(1/2), pages 140-159.
    • Handle: RePEc:ids:ijhrdm:v:2:y:2002:i:1/2:p:140-159
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