Facilitators and Barriers that Impact on Human Resource Development Professionals Reaching the Power Level in Organizations PDF Download

Author: Ursula Chambers Watson
Publisher:
ISBN:
Category :
Languages : en
Pages : 153

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Book Description
The purpose of the study was to determine what barriers and facilitators impact on human resource development professionals who desire to reach power levels in organizations. the literature recommended that power be used strategically by human resource development (HRD) professionals to assist their organizations in reaching their goals. the subjects of the study were HRD professionals in the Washington Metropolitan area. the findings of the study indicated that there are barriers and facilitators which impact on human resource development professionals who desire to reach the power level in organizations, the level at which policy decisions are made. An attempt was made to identify any patterns which suggested particular facilitators or barriers to human resource development professionals' reaching the "power level" in organizations. There were factors that appeared to have no significant impact on human resource development professionals reaching the "power levels" in organizations: educational background, length of employment, previous responsibilities, and previous length of employment. the barriers identified were: the "glass ceiling", organizational structure, a lack of experience, and a lack of respect for the HRD functions. the "glass ceiling" is a belief that one's race or gender precludes them of rising above a certain levels within the organizations's hierarchy. Upgrading skills, mentors, self-motivation, and on-the-job training appeared to be factors that facilitated the HRD professionals in reaching the "power level" in organizations. the key factors which were reported as the essence of HRD professionals reaching the "power level" in organizations were competence and educating the organization to the HRD functions. There also seemed to be a pattern of responses that suggested that HRD professionals at the "practitioner level" differ in focus from HRD professionals at the "power level." the responses implied that HRD professionals at the "practitioner level" tended to be focused on specifics and providing direct services. the responses implied that HRD professionals at the "power level" tended to be more global in focus and more concerned with the overall coordination of services. It should be noted that power was reported to be important to HRD professionals who desire to make a significant impact on the organization they serve. HRD professionals, training facilities, and universities should incorporate the appropriate strategic uses of power into their repertoire or curriculum. This would assist HRD professionals in overcoming barriers and serving to facilitate their reaching the decision/policy making levels. HRD professionals can make a significant contributions to the organizations they serve.