HRD practices in local private sector companies and MNC subsidiaries in Australia, 1996–2009

Abstract

This study charts human resource development (HRD) practices in locally owned private sector companies (APS) and subsidiaries of overseas-headquartered multinational companies (MNCs) located in Australia from 1996 to 2009.Using data from three iterations of the CRANET Australia survey, the research analyses the degree of difference between APS and MNCs, tests whether HRD practices are increasing in sophistication and if there is convergence or divergence between the two groups. The influence of company size and industry category is also explored as separate independent variables. The results suggest a decreasing overall level of HRD sophistication, that MNC subsidiaries are generally operating at a higher level of sophistication than APS companies and that there is directional, but not final, convergence.

Keywords:

• Australia
• convergence
• human resource development
• multinational companies

Notes

1. Although much of the research reported here uses the term training almost exclusively, it is clear that in many cases this is referring to broader studies that would be referred to as HRD if they were repeated today.