Human Resource Development Climate in Higher Education Institutions in Ethiopia: Empirical Analysis on Selected Public Universities

The purpose of this chapter is to identify the current status of instructional design courses in human resource development (HRD) graduate programs. The authors examined the curricular content of HRD academic programs in the USA and suggested critical considerations to improve instructional design practices in higher education settings. By reviewing information about 124 institutions with graduate HRD programs, they found that 27 of the institutions (21.8%) offer required and/or elective instructional design courses. In addition, the authors conducted an in-depth review of those 27 institutions to identify the affiliations and features of their HRD programs (college, school, department, program names, degrees, and the existence of online programs). To better understand the instructional design practices in higher education settings, they also discuss three instructional approaches for instructional design, consideration for using technology-mediated instructional design, and instructional design models for learning transfer. Finally, the authors present conclusions and recommendations for future research.

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Quality Administration and Management in Higher Education in Nigeria: Implications for Human Resource Development

International Education Studies ◽

10.5539/ies.v6n4p225 ◽

2013 ◽

Vol 6 (4) ◽

Author(s):

Gbenga M. Akinyemi ◽

Norhasni Zainal Abiddin

Keyword(s):

Higher Education ◽

Human Resource Development ◽

Human Resource ◽

Resource Development

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Role expectations and predictions of trends for human resource development at large public universities within the Southern Regional Education Board (SREB) area

10.33915/etd.3131 ◽

1999 ◽

Author(s):

Drayton Ray Justus

Keyword(s):

Human Resource Development ◽

Human Resource ◽

Public Universities ◽

Resource Development ◽

Role Expectations ◽

Southern Regional Education Board ◽

Southern Regional ◽

Regional Education

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Mediating Role of Dynamic Capabilities on the Relationship between Human Resource Development and Organizational Effectiveness

Organizacija ◽

10.2478/orga-2019-0012 ◽

2019 ◽

Vol 52 (3) ◽

pp. 187-203

Author(s):

Mohanad Ali Kareem ◽

Hayder Abdulmohsin Mijbas

Keyword(s):

Human Resource Development ◽

Human Resource ◽

Organizational Effectiveness ◽

Public Universities ◽

Dynamic Capabilities ◽

Resource Development ◽

Mediating Effect ◽

Mediating Role ◽

The Relationship

Abstract Background and purpose: The recent literature established that human resource development (HRD) is significantly related to organizational effectiveness (OE). In rapidly changing environments, the organizations should strive to address the shifts in the environment and cope with markets conditions through developing dynamic capabilities, in return, enhance organizational effectiveness. The main purpose of this study is to examine the mediating role of dynamic capabilities on the relationship between human resources development and organizational effectiveness in the Iraqi public universities context. Design/Methodology/Approach: Data were collected through an online questionnaire survey from 215 employees executive and non-executive employees working in the selected public universities in Iraq. Structural equation modeling (SEM) was employed to test the proposed research model. Results: The analyzed data supported all the hypothesized relationships of the study. This study finds that HRD practices have a significant influence on organizational effectiveness and dynamic capabilities. Further, dynamic capabilities significantly influence on organizational effectiveness. Also, the study empirically supports the mediating effect of dynamic capabilities on the relationship between HRD practices and organizational effectiveness. Conclusion: In the literature, there is still a lack of how HRD practices impact on organizational effectiveness through the mechanisms of dynamic capabilities. Therefore, this research contributes to the literature by pointing out the mediating role of dynamic capabilities on the relationship between HRD and organizational effectiveness. Based on the existing literature and empirical results, the study provides the theoretical and practical implications which are further discussed in detail.

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