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AN EXPLORATION OF BARRIERS TO INTEGRATION OF STRATEGIC HUMAN RESOURCE DEVELOPMENT IN THE UNITED STATES FIRE SERVICE: AN INTERPRETATIVE PHENOMENOLOGICAL ANALYSIS OF CHIEF OFFICERS' PERCEPTIONS

By: Musgrave, Jon D [author].
Material type: TextTextPublisher: Scholar Works at UT Tyler, 2018-05-11T07:00:00ZContent type: text Media type: computer Carrier type: online resourceSubject(s): strategic human resource development | strategic human resource management | organizational performance | human resource development | top management support | expanded trainer role | Business Administration, Management, and Operations | Human Resources Management | Organizational Behavior and Theory | Performance Management | Strategic Management Policy | Training and DevelopmentOnline resources: Dissertation Click here to view this dissertation. Summary: Trends in the current human resource development (HRD) literature emphasize the role that integration of strategic human resource development (SHRD) practices has on organizational effectiveness (Garavan, 1991; Garavan, 2007; Gilley & Gilley, 2003; Gilley & Maycunich, 2000; Ruona & Gilley, 2009; Wright, 2007). The United States Fire Service currently views human resource development as a management practice to be utilized by the chief officer to address vocational or technical skills (Stowell, 2004). This interpretative phenomenological analysis (IPA) qualitative study explored the beliefs, attitudes, and perceptions of chief officers in the United States Fire Service to further understanding of barriers to integration of strategic human resource development practices and the strategies that have been utilized to overcome these barriers. Data were collected using semi-structured interviews. Once transcribed, the data were analyzed using qualitative data analysis techniques. The population for this study was twenty-four chief officers currently employed in the United States Fire Service. By identifying common themes that affect the integration of SHRD practices in the United States Fire Service, this study advances understanding of barriers that prevent integration of SHRD practices and the strategies that have been utilized to overcome these barriers. Understanding these barriers contributes to the literature and provides multiple practical benefits to scholars, practitioners, and fire service organizations on how to address the barriers to integration of SHRD.
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Item type Current location Collection Call number URL Status Date due Barcode
UT Tyler Dissertation UT Tyler Online
Online
University Archives & Special Collections HD30.3 .M87 2018 (Browse shelf) http://hdl.handle.net/10950/1162 Available 1046657416

Trends in the current human resource development (HRD) literature emphasize the role that integration of strategic human resource development (SHRD) practices has on organizational effectiveness (Garavan, 1991; Garavan, 2007; Gilley & Gilley, 2003; Gilley & Maycunich, 2000; Ruona & Gilley, 2009; Wright, 2007). The United States Fire Service currently views human resource development as a management practice to be utilized by the chief officer to address vocational or technical skills (Stowell, 2004). This interpretative phenomenological analysis (IPA) qualitative study explored the beliefs, attitudes, and perceptions of chief officers in the United States Fire Service to further understanding of barriers to integration of strategic human resource development practices and the strategies that have been utilized to overcome these barriers. Data were collected using semi-structured interviews. Once transcribed, the data were analyzed using qualitative data analysis techniques. The population for this study was twenty-four chief officers currently employed in the United States Fire Service. By identifying common themes that affect the integration of SHRD practices in the United States Fire Service, this study advances understanding of barriers that prevent integration of SHRD practices and the strategies that have been utilized to overcome these barriers. Understanding these barriers contributes to the literature and provides multiple practical benefits to scholars, practitioners, and fire service organizations on how to address the barriers to integration of SHRD.

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