This paper illustrates how Mode 2 "design science" research can generate HRD related "general knowledge" in support of evidence-based practice. It describes a "derived-etic" study that compares and contrasts the findings of six previous "emic" studies previously carried out within six different public and…

This paper presents the results of an "HRD Professional Partnership" study of managerial and leadership effectiveness within a UK private sector organization, and discusses how the results are being used to support evidence-based HRD practice. The paper also reveals the extent to which the results are generalized to findings obtained…

This paper explores line manager responsibility for human resource management (HRM) and human resource development (HRD) in an international hotel organisation. The results identify a strong support system for line managers in relation to training and good relations with HR specialists. However, less evident is senior management support coupled…

Increasingly the different ways in which learning can be conceptualised alongside debates within the field of HRD regarding its nature and purpose, potentially lead to confusion regarding how learning is to be assessed in the workplace. This paper identifies some of the complexities associated with assessing learning in today's workplace and…

Increased policy emphasis on lifelong learning at the European level has been reflected in a drive to increase participation in learning in the UK, especially through Adult and Community Learning initiatives that take HRD beyond the workplace. Such an approach is important for promoting social inclusion since the unemployed are usually excluded…