In this research, we studied managers transforming their service organisation and looked into the role played by obstacles in the execution of their objectives. Using principal component analysis (PCA), we categorised the obstacles on the basis of our review of the literature referring to our framework of obstacles faced by managers in the context of a service change. Our research suggests four contributions to the domain of organisational change. Our main finding, based on the conceptual framework of Kolb (1984), suggest the existence of five different categories of obstacles in the strategy execution faced by managers in the context of a service change. Our hypothesis was supported and suggests that the main obstacles faced by managers in a service context […]
[ + ]More TagÉtiquette : principal component analysis
DEVELOPMENT AND LEARNING OBSTACLES FOR HUMAN RESOURCE DEVELOPMENT MANAGERS IN STRATEGY EXECUTION: A CRITICAL ANALYSIS OF THE MANAGEMENT DRIVERS
This paper describes the drivers of management development and learning by HRD managers in strategy execution and attainment of their objectives as well as the obstacles they face while implementing their management practices. The authors used PCA method to assess the relationship between drivers of strategy execution and management development. The study found two main conclusions concerning the sample of HRD managers surveyed. These findings are: 1) the driver of rules was found to be the strongest driver that HRD managers would spread out to reaching their organisational objectives in employee training, development and learning processes; 2) the second important driver rested on emotions which deals with getting commitment to the manager’s objectives by his/her employees and guiding them successful […]
[ + ]More Tag