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An examination of HRD in response to strategic learning needs in SMEs

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  • A.A.M. (Ida) Wognum, Kenneth R. Bartlett

Abstract

Despite the increased recognition of small and medium sized enterprises (SMEs) in the global economy, very little is known of the process that prompts the managers of these firms to provide human resource development (HRD) for their employees. In this pilot study, a sample of owners and managers of SMEs in the USA highlights the motivating factors for the firm to acquire new knowledge. The overall climate for HRD in the firm, the organisational learning style, constraints that limit HRD, and perception of HRD effectiveness are also explored. The findings stress, among other things, the importance of creating new policies for knowledge acquisition in SMEs and a broader definition of HRD, including arrangements to facilitate and stimulate informal, spontaneous learning "through the job".

Suggested Citation

  • A.A.M. (Ida) Wognum, Kenneth R. Bartlett, 2002. "An examination of HRD in response to strategic learning needs in SMEs," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 2(1/2), pages 170-186.
    • Handle: RePEc:ids:ijhrdm:v:2:y:2002:i:1/2:p:170-186
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    Cited by:

    1. Jol Stoffers & Beatrice van der Heijden & Ilse Schrijver, 2019. "Towards a Sustainable Model of Innovative Work Behaviors’ Enhancement: The Mediating Role of Employability," Sustainability, MDPI, vol. 12(1), pages 1-25, December.

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