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Challenges of Simulation in Management Development
Abstract
Within the broad context of human resource management (HRM), the professional growth and improvement of employees, particularly managers, through human resource development (HRD) persists as a widely recognized means of enhancing an organization’s competitive advantage (Olivas-Luján, Ramírez, & Zapata-Cantu, 2007; Taylor & Furnham, 2005). It is clear that the exponential growth of information technology and communication (ITC) applications enhances possibilities to transform how management development may be approached and this falls clearly within the responsibility remit of HRM departments and emergent e-HRM capabilities. In the face of the relentless global technological innovative context Benson, Johnson, and Kuchinke (2002, p.395) have stressed that workplace related ITC can be grouped, grosso modo, into three strands: “learning mediated by technology, performance enhancement, and organizational development and change” and these capture and portray well spheres of interest that embrace and interrelate with the HRM-HRD spectrum especially with regard to the emergence and development of e-HRM.
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