The evolving role of strategic management development

Exploring National Human Resource Development: A Case of China Management Development in a Transitioning Context

To advance an emerging frontier in human resource development (HRD) research, national HRD (NHRD), this study explored the subject by focusing on a key area of HRD, management development (MD) in the China context. Taking a system and holistic perspective, the study identified three critical challenges facing Chinese managers and China MD in the complex changing interactions of the broader social, economic, and institutional contexts. It examined current MD-related policies and practices at national, organizational, and individual levels. Our analysis of the findings indicated that although much effort was made at multiple levels for developing managers, China's approach to MD tended to be fragmented and lacked coherence. The study further offered critical implications for China MD practice and recent emerging NHRD research. In discussing future NHRD research directions, the study calls for HRD scholars to be mindful of the discipline and theory building in exploring new HRD research frontiers.

Effectiveness of management development in Pakistani corporate sector

Purpose

The purpose of this paper is to assess effectiveness of management development (MD) programs in the Pakistani corporate sector and investigate relationship among various factors that affect MD practices in Pakistan.

Design/methodology/approach

The research employed a blend of qualitative and quantitative methodologies. D'Netto's model of “MD effectiveness” provided a framework for measuring MD effectiveness. The sample consisted of managers from 55 corporate branches of 20 banks and three telecom organizations using a “self‐reported rating” survey questionnaire and interviews, which resulted in 102 completed responses and ten in‐depth interviews.

Findings

Although Pakistani managers have a positive attitude towards MD, yet little attention has been paid to create a strong link between corporate strategy and MD. Properly planned MD programs and relevant course contents are necessary for the effectiveness of MD. D'Netto's model of “management development effectiveness” has a good fit and is applicable to the corporate sector in Pakistan.

Research limitations/implications

As a qualitative study, there are limitations on account of generalization of findings. Further research is recommended.

Practical implications

Top management should assign higher priority to MD. MD programs should be properly planned, executed, monitored and evaluated. Utilization of newly learned skills, risk taking and new ideas should be encouraged. The reward system needs revising and a continuous learning environment ought to be established for effective MD in Pakistan.

Originality/value

This study, for the first time, assessed the current state of MD in Pakistan and contributes to the present stock of knowledge and understanding of the subject by contextualising the concept of “management development effectiveness” in the Pakistani corporate sector.