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Human Resource Management (HRM) is of strategic importance to all organisations. HRM do not only create competitive advantage for the organisation but is the force underpinning organisation's success (Turner, Keegan & Hueman 2006). No wonder, the way HRM practices and policies take shape also affects the employee's experiences of work and the employment relationship Turner, Keegan & Hueman 2006).
According to Jackson, Schuler & Sparrow (1994), the continued need for individual and organizational development can be traced to numerous demands. These demands are not limited to maintaining superiority in the marketplace, enhancing employee skills and knowledge, and increasing productivity. In the present phase of events, training is one of the most pervasive methods for enhancing the productivity of individuals and communicating organizational goals to new personnel (Grehart & Becker 1996). Today, project management within the context of effective training has increasingly become part of effective human resource management strategies. No wonder, Bell et al. (2003) postulate that, given the importance and potential impact of training on organisations, the costs associated with administration of training it is important that effectiveness of training programs be incorporated within the context of project management.
Bell et al (2003) working on a similar research area argued that, over the past 30 years, there have been six cumulative reviews of the training and development literature (Campbell, 1971; Gold- stein, 1980; Latham, 1988; Salas & Cannon-Bowers, 2001; Tan- nenbaum & Yukl, 1992; Wexley, 1984). ...
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