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Raidén, A B, Dainty, A R J and Neale, R H (2004) Exemplary Human Resource Development (HRD) within a large construction contractor. In: Khosrowshahi, F (Ed.), Proceedings 20th Annual ARCOM Conference, 1-3 September 2004, Edinburgh, UK. Association of Researchers in Construction Management, Vol. 1, 457–67.
- Type: Conference Proceedings
- Keywords: human resource development (HRD); organisational learning (OL); learning organisation (LO) ; strategic human resource management (SHRM)
- ISBN/ISSN: 0 9534161 9 4
- URL: http://www.arcom.ac.uk/-docs/proceedings/ar2004-0457-0467_Raidén_Dainty_and_Neale.pdf
- Abstract:
Human resource development (HRD) is a vehicle for facilitating organisational and individual learning through training and development. According to El-Sawad (2002) there are 'soft' and 'hard' elements to HRD; the soft implying investment in people, whilst the hard suggests cost and expendability. This paper presents an analysis of a large UK-based construction contractor's approach to HRD strategy, policy and practice in relation to the classification developed by El-Sawad. The findings of the study suggest that the organisation actively encouraged continuous development and supports self-responsibility, inter-organisational learning and temporary organisational structures. Thus, their approach falls toward the internalised pattern characterised by organizational learning and significantly, the learning organization. However, it appears that this culture has evolved unintentionally rather than as a result of targeted strategic human resource management policies.